2021 Adopted Operating Budget Narrative Summary Volume 1

County of Suffolk

Steven Bellone

County Executive

Offices of the County Executive's Budget Office

and

Legislature's Budget Review Office

County of Suffolk

We, the undersigned Budget Director and Director of Budget Review, do hereby certify that this is a true copy of the Final Budget of Suffolk County,

New York for the year 2021 as adopted pursuant to Section C4-11 (E) of the

Suffolk County Charter.

IN WITNESS WHEREOF, we hereunto set our hand and affix the official seals of

Suffolk County and the Suffolk County Legislature this 16th day of February 2021.

Eric Naughton Budget Director

Lance Reinheimer Director of Budget Review

COUNTY LEGISLATURE EXECUTIVE OFFICE

Robert Calarco, Presiding Officer Steven Bellone, Suffolk County Executive Lisa M. Black, Chief Deputy County Executive District Amy C. Keyes, Chief of Staff Jonathan Kaiman, Deputy County Executive Peter A. Scully, Deputy County Executive 1 Al Krupski Jason Elan, Deputy County Executive Vanessa Baird-Streeter, Deputy County Executive 2 Bridget Fleming Connie R. DeGiovine, Assistant Deputy County Executive ThomasEeExecutive Vaughn, Assistant Deputy County Executive 3 Rudy A. Sunderman Division of Budget & Management 4 Vacant Eric C. Naughton, Budget Director Stephanie Rubino, Deputy Budget Director 5 Kara Hahn Diane E. Weyer, Assistant Budget Director Colleen L. Capece, Special Projects Coordinator 6 Sarah S. Anker Debra A. Kolyer, Chief Financial Analyst Nicholas E. Paglia Jr., Chief Budget Examiner 7 Robert Calarco Suzanne Martin, Chief Budget Examiner Theresa M. Lollo, Principal Financial Analyst 8 Anthony A. Piccirillo Jill S. Moss, Principal Financial Analyst Tricia Saunders, Principal Research Analyst 9 Samuel Gonzalez Loreen Cleary, Administrator II Jacqueline L. Whist, Senior Budget Analyst 10 Tom Cilmi Kimberlyst, Senior BudgetA. Pettit, Analyst Senior Budget Analyst Regina Campson, Payroll Supervisor 11 Steven J. Flotteron Massiel Fuentes, Budget Analyst Linda J. Sgambati, Administrative Aide 12 Leslie Kennedy Kelly A. Tinn, Administrative Assistant Laura Wilson, Budget Technician 13 Robert Trotta Florence Koelln, Principal Office Assistant Sara N. Tillman, Student Intern II 14 Kevin J. McCaffrey Federal & State Aid Claims Unit 15 Jason Richberg Angela Kohl, Special Projects Coordinator Evelyn Creen, Principal Federal & State Aid Claims Examiner 16 Susan A. Berland JeffreyExaminer Tragna, Senior Budget Analyst Virginia H. Kommer, Assistant Executive Analyst 17 Tom Donnelly Frank Dell'Isola, Budget Analyst Christopher Finn, Budget Technician 18 William Spencer Information Technology Support Thomas B. Studnary Principal Programmer Analyst

Amy M. Ellis, Clerk of the Legislature

Table of Contents

2021 ADOPTED OPERATING BUDGET VOLUME 1 – NARRATIVE SUMMARY

Page Number

OVERVIEW

County Executive Narrative: Budget Message and Charts...... i Where It Comes From… Where It Goes Charts...... xv All Funds Summary...... xvi Suffolk County Tax Warrant...... xvii Property Tax Impact...... xviii Local Law Discretionary Cap...... xix Non-Mandated Property Tax Levy...... xx Authorized Full-Time Positions by Department...... xxi Suffolk County Organizational Chart...... xxii

DEPARTMENTAL BUDGETS

Audit and Control...... 1-1 Board of Elections...... 1-6 Campaign Finance Board...... 1-9 Human Resources, Personnel and Civil Service...... 1-11 County Clerk...... 1-16 County Executive...... 1-20 Debt Redemption...... 1-33 District Attorney...... 1-36 Economic Development and Planning...... 1-43 Employee Benefits...... 1-57 Fire, Rescue and Emergency Services...... 1-60 Health Services...... 1-65 Information Technology Services...... 1-74 Labor, Licensing and Consumer Affairs...... 1-81 Law...... 1-87 Legal Aid Society...... 1-94 Legislature...... 1-98 Medical Examiner...... 1-103 Miscellaneous...... 1-108 Parks,... Recreation and Conservation...... 1-110 Police...... 1-115 Probation...... 1-121 Public. Administrator...... 1-125 Public Works...... 1-128 Real Property Tax Service Agency...... 1-140 Sheriff...... 1-144 Social...... Services...... 1-150 Soil and Water Conservation District...... 1-157

Table of Contents

Suffolk County Board of Ethics...... 1-163 Traffic and Parking Violations Agency...... 1-167 Suffolk County Vanderbilt Museum...... 1-171

FUND SUMMARIES Description of Funds……………………...... 2-1 Fund Summary...………………………...... 2-4

APPENDIX

Budget Process…...... A-1 Budget Terminology...... A-2 Budget Calendar...... A-6 Elected Officials’ Salaries…………...... A-7

OVERVIEW

COUNTY OF SUFFOLK

OFFICE OF THE COUNTY EXECUTIVE STEVEN BELLONE

October 9, 2020 Presiding Officer Robert Calarco Suffolk County Legislators William H. Rogers Legislative Building 725 Veterans Memorial Highway Smithtown, New York 11787

Dear Presiding Officer Calarco and Suffolk County Legislators: The 2021 Suffolk County Recommended Operating Budget is the ninth operating budget I have presented for your consideration. This year the County has faced an unprecedented economic and fiscal environment as a result of the COVID-19 pandemic. Suffolk County has been at the epicenter of the global pandemic and this deadly virus has taken a devastating toll on all aspects of our community. We have lost more than 2,000 lives in our County alone and many individuals and families remain in crisis. Unemployment has more than tripled and many businesses have closed or remain shuttered. Throughout this all, Suffolk County residents have persevered and done everything required to beat COVID-19 back. We have seen extraordinary examples of courage and selflessness from our healthcare heroes, first responders and essential employees who risked their own health and safety to help all of us. County government has been on the frontlines of this battle with the COVID-19 virus because our core functions are public health and public safety, human services and social services. As we look forward to a vaccine or some therapeutic treatment that would allow us to move past this virus and start down the long road of recovery, we must now reckon with the tremendous and long-term economic damage caused by COVID-19. To put it simply, COVID-19 has decimated the finances of local governments. Jerome H. Powell, the Chair of the Board of Governors of the Federal Reserve System recently stated that the pandemic shock was essentially a case of a natural disaster hitting a healthy economy. We are contending with a financial emergency that is an unfortunate and inevitable byproduct of having shut down the economy, following federal guidance. The magnitude of the problem through 2024 is over $1 billion. The combined deficit for 2021 and 2022 is $437 million. With the 2022 Recommended Operating Budget due in less than 12 months, we need to implement solutions now to address this massive deficit. I have been raising the alarm about the need for Washington to deliver the appropriate and justified level of disaster aid for state and local governments for months now. This is a simple matter of fairness. As a region, we send billions more of our tax dollars to Washington every year then we ever see in return. We are simply asking

that they return a small fraction of that amount to help our region recover as quickly as possible from this natural disaster. The failure of Washington to provide direct disaster aid for state and local governments will inevitably result in devastating cuts to vital police, health and transportation services. Through federal inaction, Washington would effectively be defunding public safety, public health and other essential functions. This cannot happen, Washington must act. These services are not only vital as we battle the pandemic now but will also be critical to our recovery in the coming years. Since Washington has failed to act at this date, I am forced to submit a budget with significant staffing cuts and cuts to public safety, public health, transportation and the many contract agencies that we partner with to deliver vital services. Through their inaction, Washington is effectively defunding suburbia. These cuts should not happen and that is why Washington must act as quickly as possible to deliver direct disaster aid. The cuts in this budget are set to take effect midway through the budget year. Once Washington delivers direct disaster aid to state and local governments, we can roll back these cuts, focus on containing and overcoming the virus and begin the hard work of recovery. With the appropriate and justified level of disaster aid, we will have the foundation necessary to build back better and stronger. Furthermore, we will be positioned not only to recover as quickly as possible from this natural disaster, but also to be able to focus on reimagining and reinventing how County government functions and provides critical services. I have consistently pledged that I would never submit a budget that pierces the New York State property tax cap. Despite the unprecedented economic and fiscal environment, a result of the COVID-19 pandemic, this budget meets the strict cap guidelines while freezing General Fund property taxes for the ninth consecutive year. Local taxpayers should not be forced to shoulder the burden of a national emergency they did not cause and could not prevent. The New York State Association of Counties has recommended that without disaster aid from Washington, counties should plan for cuts in state aid and reimbursements of at least 15 percent, consistent with the expected state revenue shortfall for the remainder of the 2020-2021 fiscal year. This budget follows these recommendations. I am very proud of our accomplishments over the last nine years. When I took office in 2012, I assembled an independent team of nonpartisan financial experts to analyze the County’s finances. Their assessment found that Suffolk County had an accumulated deficit of more than $500 million and a structural budget gap of $200 million. We took on the challenge with a strategic approach that focused on protecting taxpayers by transforming County government and refusing to pierce the property tax cap. We have dramatically reduced the size of government, eliminated the use of one-shot revenues, merged departments, and partnered with the private sector to provide quality healthcare at community based health centers at a substantially lower cost to taxpayers. Since 2012, we have reduced the workforce by nearly 14%, saving taxpayers more than $100 million annually. Without direct federal disaster assistance to offset the costs and economic impact from COVID-19, we will once again be facing a structural gap that is more than $200 million and directly related to the economic shutdown. It is critical for the federal government to fulfill its role in our constitutional system, to do what it has always done when state and local governments are faced with a natural disaster that is beyond their capacity to handle alone, provide disaster aid to help communities recover as quickly as possible. We have a long recovery ahead, no matter what. We know the impacts from this natural disaster on our economy will be felt through 2021 and more than likely in 2022 as well. Chairman Powell stated on October 6, 2020 that, “Too little support would lead to a weak recovery, creating unnecessary hardship for households and businesses. Over time, household insolvencies and business bankruptcies would rise, harming the productive capacity of the economy, and holding back wage growth.”

If we receive the necessary federal disaster assistance, we will have the time required to reimagine and reinvent how County government functions and provides critical services. Prudent investments in technological upgrades will help us adapt to current circumstances, improve performance management and usher in cost-savings, while at the same time providing more flexibility and support to our County workforce. With the resources necessary to recover, we will be able to press forward with reforming the government, and preserving and enhancing our quality of life in Suffolk County. The total 2021 Recommended Budget is $3.197 billion, representing a decrease of $33 million compared to the 2020 Adopted Budget. The 2021 Recommended General Fund budget is $2.249 billion, representing a decrease of $50 million. I urge the Legislature to adopt this budget, as submitted, and to work together with my administration towards a strong and safe future for our residents.

Sincerely,

Steven Bellone Suffolk County Executive

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COVID-19 Response Since early 2020, Suffolk County and the United States have been experiencing the effects of a severe worldwide viral pandemic. On January 8, 2020, the Centers for Disease Control and Prevention (CDC) published a Health Alert Network alert describing a “pneumonia of unknown etiology” in persons in Wuhan, China. The virus was identified as SARS-CoV-2, the disease COVID-19, and its origins remain unconfirmed. The first positive case in the U.S. was diagnosed in California, and by February, in New York State. Suffolk County identified its first case on March 6, in a patient with no history of travel or any known connection with travel to China. During the Spring of 2020, New York State became the epicenter for the disease with the highest number of cases and deaths reported in the United States. Suffolk County’s hospitalizations began dramatically increasing in mid- March. The number of positive COVID-19 cases peaked on April 10, 2020 with 1,658 cases reported. As of October 3, 2020, Suffolk County has had 46,842 cases of COVID-19 and sadly, over 2,000 deaths. The Suffolk County Department of Health Services (SCDHS) has been able to partner with other departments to modernize our response and ability to conduct COVID-19 case investigations and contact tracing. Throughout the response, hundreds of County employees have assisted with this effort. To help with the increase in public inquiries related to COVID-19, the hours and operators on the established 311 call center were increased. FAQs were created and frequently updated to allow operators to handle the majority of incoming calls. From March 1, 2020 through October 3, 2020, the 311 call center took 53,843 COVID-19 related calls. Under the direction of the SCDHS Office of Health Education, a program was established to train non-clinical staff to join the COVID-19 cessation efforts. This allowed the core Epidemiology public health nurse team to focus on the evolving response while the Health Educators utilized their skills in communication and education to develop the training program. The training involved reminders about workplace safety; the COVID-19 interview process; and workflow process. Scripts and training materials were developed. All teams were supervised by County staff, either a nurse or SCDHS employee, who has demonstrated a comprehensive understanding of the notification and interview process. Due to the unprecedented number of positive cases, it quickly became apparent that new workflows and technology needed to be instituted to effectively manage the response. The traditional workflow for downloading COVID-19 lab results from NYS was tedious, time consuming and involved the physical printing of thousands of lab reports. Working with the Department of Information Technology (DoIT), the process was automated through the use of Robotics Process Automation (RPA) technology. This allowed the Department to manage cases electronically, as opposed to on paper, which has led to significant efficiencies and the Department’s ability to capture a substantial amount of information electronically, including the ability to map and spatially analyze positive case information. Supporting residents in quarantine and isolation is essential to helping to stop the spread of COVID-19. Plans were quickly developed to ensure all residents in need had access to masks, thermometers, food, medications, medical care, and housing. Public Health Sanitarians from the Division of Public Health Protection have led the distribution of essential items to residents under quarantine or isolation. They deliver these items on a daily basis, most often within 24 hours of the request. From April 1, 2020 to the end of September, over 4,600 individuals have been provided with food, and over 67,000 masks and 4,500 thermometers have been distributed to residents in isolation or in quarantine. Public Health Protection also delivers letters and quarantine or isolation orders to residents, if needed. The Suffolk County Department of Social Services (DSS) has also supported the COVID-19 response efforts by assisting people who need services to retain their current living arrangements. By helping these residents to remain in their current living situation, forestall evictions or placement from emergency housing into a permanent residence, the County will assist in the overall controlling of the virus. In addition, through the use of established

relationships with motel owners, DSS has been providing temporary housing when a current housing situation is not appropriate for isolation and/or quarantine. During the peak of COVID-19, the Department of Social Services (DSS) saw an increase of 175% in Supplemental Nutrition Assistance Program (SNAP) applications (February 2020 vs. May 2020). Despite the enormous influx of applications, DSS’ Client Benefits Administration was able to process cases and issue SNAP benefits in a timely matter to help Suffolk County's most vulnerable population. In fact, the average amount of time to process a SNAP application decreased from 14 days in February 2020, to seven days in May 2020. Efforts to contain and respond to the virus, including a larger state effort for contact tracing, will continue for the foreseeable future. Although the virus is currently under control locally, with the test positivity rate at or below 1.0%, the fall season is here, with cooler temperatures, shorter days, and less opportunities to enjoy the outdoors, where the virus transmission rate is significantly lower. Health officials are concerned that we could experience a spike in positive cases. Health complications could also arise with the addition of other respiratory viruses, including influenza. The return of students to elementary and secondary schools, in addition to colleges and universities will also pose challenges that will require significant public health expertise. Multi-Year Forecast In 2019, I announced a financial reform plan that received bipartisan support and implements best practices. The cornerstone of the reform plan was Local Law 24-2019 requiring the submission of a four-year financial plan 45 days after the budget is adopted. Financial planning uses forecasts to provide insight into future financial capacity so that strategies can be developed to achieve long-term sustainability, consistent with the County’s service objectives. At this point in our budget process, we do not have all of the solutions required to balance the out- years of the Multi-Year Plan (MYP) that we will be submitting, but it is critical that we are cognizant of the potential long-term economic impact of COVID-19. Although not required, I have asked our Budget Office to develop a long-term forecast (Forecast) for our two major funds, General Fund and Police District, along with the Recommended Operating Budget to help guide us through the 2021 budget policy process. Long-term forecasting is very difficult. Our approach in creating the forecast was to be conservative in our assumptions. For example, we are estimating that sales tax will grow by 2.25% in 2021; 2.00% in 2022; 2.00% in 2023 and 2.50% in 2024. The forecast assumes no property tax or fee increases because those are policy decisions that have to be evaluated each year. On the expenditure side, we are assuming that the cost of goods and services will increase by the projected level of inflation. We think that our Social Services (DSS) caseloads will remain at current levels, but since DSS caseloads are related to the economy, if there is a recession we can expect caseloads to increase. The Health Department is projecting enrollment increases for children with special needs, as well as contractual rate increases from the providers. In addition, we are estimating a 46% spike in transportation costs due to limiting the number of special needs preschool children on buses, as a response to COVID-19. The table that follows outlines the projected financial results for 2020-2024. The projected results illustrate that without corrective actions, the County will have large operating deficits each year of the MYP. The deficits are the result of economic conditions created by COVID-19. The County had an operating surplus of $56.5 million for the major funds in 2019, and at the start of 2020 it appeared that we were having similar results. At the end of March, sales tax revenues were up 7.8% compared to the same period in 2019. It is possible that the results could be better than what is outlined in the Forecast, but it is also possible that it could be worse. We do not know whether the recovery will be a short and sharp “V”, (rapid decline and rapid recovery), a roller coaster “W” (decline followed by an improvement followed by another decline and improvement) or a long and difficult “U” shape (longer period of stagnation following the initial decline).

Combined General Fund and Police District Multi-Year Forecast (in millions) 2019 2020 2021 2022 2023 2024 Revenue Actual Estimated Projected Projected Projected Projected Sales Tax 1,426.04 1,294.35 1,323.47 1,358.40 1,385.57 1,420.21 State Aid 259.76 245.48 259.85 283.31 287.53 291.93 Federal Aid 173.40 465.16 188.50 193.47 197.85 202.57 Departmental Income 156.91 141.97 143.14 142.99 143.25 143.52 Real Property Taxes 633.40 637.00 655.60 655.60 655.60 655.60 Interfund Revenue 139.20 104.82 99.81 97.16 96.81 96.55 Other 131.41 87.85 114.91 113.71 114.68 112.13 Total Revenue 2,920.12 2,976.64 2,785.28 2,844.65 2,881.29 2,922.50

Expenditures Contractual Expenses 943.28 953.52 1,000.31 1,021.53 1,044.02 1,068.02 Personal Services 952.32 969.45 972.47 983.75 998.51 1,020.88 Interfund Transfers 495.88 527.75 507.78 541.68 570.04 600.45 Employee Benefits 297.85 307.48 309.32 329.41 332.23 332.80 Principal on Debt 91.11 95.52 95.38 100.58 105.54 110.62 Interest on Indebtedness 49.76 43.13 52.06 46.98 46.66 46.06 Supplies, Materials, & Other Expenses 32.51 43.24 35.98 36.70 37.43 38.18 Uncollected Taxes 0.00 0.00 15.00 15.00 15.00 15.00 Equipment 0.89 1.10 1.31 1.34 1.37 1.39 Total Expenditures 2,863.59 2,941.20 2,989.61 3,076.98 3,150.81 3,233.40

Operating Surplus/(Deficit) 56.52 35.43 (204.32) (232.33) (269.52) (310.90)

Opening Fund Balance (64.61) (8.09) 27.34 (176.98) (409.31) (678.83)

Ending Fund Balance (8.09) 27.34 (176.98) (409.31) (678.83) (989.73) 1234 asdfghjkl 1239 The cumulative deficit of the Forecast is over $1 billion. As we worked to develop the 2021 Recommended Operating Budget, my thoughts were also, on what we will be facing less than 12 months from now as we prepare the 2022 Recommended Operating Budget. Taken together, we must address a cumulative deficit of nearly $460 million within the next year. The crux of the problem is lost revenue. The forecast demonstrates that sales tax in 2024 will still be less than we received in 2019. It is critical that the federal government recognize the economic strain that confronts local governments. If we receive federal disaster assistance, it will give us the time that is necessary to transform our government and reduce the pending deficits. The projected deficit includes the potential reduction in state aid of $25 million in 2020 and $25 million in 2021 to help balance New York State’s 2020 – 2021 fiscal year budget. The SFY 21 Enacted Budget allows the budget director to adjust all appropriations, including capital and operating aid, based on whether the Financial Plan is out of balance by more than one percent (about $1 billion) during any measurement period. As of the initial measurement period (April 1-30) the budget was deemed out of balance for the fiscal year and the Budget Director’s powers have been activated and in force for the entire SFY 2021.

In the absence of federal action since enactment of the SFY 2021 budget, the New York state Division of Budget (DOB) began withholding 20 percent of most local aid payments in June, pursuant to the withholding authority granted in the SFY 2021 Enacted Budget. Through the end of July, DOB has withheld approximately $1.9 billion of payments that were scheduled to be made during this period n the Enacted Budget Financial Plan. All or a portion of these withholds may be converted to permanent reductions, depending on the size and timing of new federal aid, if any. As a result, the County’s receipt of state aid equal to $267 million for 2020 in the major funds is in jeopardy. In addition, legal challenges that may affect revenues and expenses could also contribute to the worsening fiscal situation for Suffolk County. Other economic risks include changes in monetary policy. Increased interest rates would increase the County’s debt service expenses and limit our ability to invest in our infrastructure. In addition, higher interest rates could negatively affect our real estate related revenues. Sales Tax Revenues Suffolk County’s sales tax revenues are a critical component of the annual operating budget. The global outbreak of COVID-19 caused sudden and deep economic losses across New York State. On March 22, 2020 all nonessential businesses statewide closed when Governor Cuomo announced the "New York State on PAUSE" executive order, a 10-point policy to assure uniform safety for everyone. The closure of “nonessential” businesses, combined with general guidance for citizens to stay at home, as much as possible, wreaked havoc on the labor market. State on PAUSE restrictions remained in place for Long Island through May 26, 2020. Starting May 27, 2020, the Long Island Region entered Phase 1 of reopening. The Phase 2 reopening was June 10, 2020; Phase 3 reopening was June 24, 2020; and Phase 4 reopening started July 8, 2020. The strict “social distancing” mandates, supply chain disruptions, and sharp declines in the energy sector due to plunging oil prices have resulted in a deep global contraction of uncertain depth and duration. Real GDP fell 31 percent in the second quarter on an annualized basis. Employers slashed payrolls by 22 million, with those on temporary layoff rising by 17 million. The employment losses pushed the unemployment rate as high as 19.6% in the United States. Although New York regained jobs over the summer, 2020 will still end with net job losses of over 1.5 million. Wage and salary income is estimated to be 10% lower than in 2019. The initial impact of social distancing and Governor Cuomo’s PAUSE Executive Order resulted in a severe decline in sales tax revenue. As of October 9, 2020, sales tax revenues have decreased by 6.05% from 2019 actual receipts. We are anticipating that for the year, sales tax will be $140 million or 9.2% below the 2019 results. This represents a shortfall of $204 million compared to the 2020 Adopted Operating Budget. The table below shows the projected growth rates by the State filing quarters.

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Projected Sales Tax Growth Rates by Quarter Quarter 2020 2021 2021 vs. 2019 Feb. - April 3.9% -8.4% -4.8% May - July -21.6 14.3% -10.3% Aug. - Oct. 2.8% -4.8% -2.1% Nov. - Jan. -15.0% 5.0% -10.8% Fiscal Year -9.2% 2.25% -7.2% The outlook for sales tax revenue for the next six months is gloomy. Without stimulus checks increasing spending power and businesses operating with limited capacity, sales will be down compared to the same time last year. It will not be as bad as during the PAUSE period, but it will not mirror the results during the summer reopening period. The second quarter of 2021 will see double-digit growth compared the record low second quarter of 2020. Compared to the same period in 2019, the second quarter of 2021 will be down 10.3%. This clearly demonstrates that the economic impact of the pandemic is long-term. Chair Powell warns that there is risk that the rapid initial gains from reopening may transition to a longer than expected slog back to full recovery as some segments struggle with the pandemic’s continued fallout. The pace of economic improvement has moderated since the outsize gains of May and June, as is evident in employment, income, and spending data. The increase in permanent job loss, as well as recent layoffs, are also notable. In addition, a prolonged slowing in the pace of improvement over time could trigger typical recessionary dynamics, as weakness feeds on weakness.

Sales Tax Revenue 2015 – 2024

The projected growth rates during the Forecast are:  2021 – 2.25%  2022 – 2.00%  2023 – 2.00%  2024 – 2.50%

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Despite these moderate growth rates, when compared to the pre-COVID-19 forecast, the results are striking.  2021 - $1.403 Billion vs $1.608 Billion - $205 Million Revenue Loss  2022 - $1.440 Billion vs $1.640 Billion - $200 Million Revenue Loss  2023 - $1.469 Billion vs $1.673 Billion - $204 Million Revenue Loss  2024 - $1.506 Billion vs $1.707 Billion - $201 Million Revenue Loss  Sales tax in 2024 is estimated to be less than the 2019 Actual The loss of sales tax revenue not only affects the County’s finances as demonstrated in the Forecast table, but it also reduces the amount of money available for our open space acquisition, farmland development rights initiatives and water quality protection programs. OTB The mission of the Suffolk Regional Off-Track Betting Corporation (SROTB) is to support the horse racing industry, to aid in the elimination of illegal gambling by providing a legal alternative, and to provide revenue to Suffolk County government. SROTB filed for bankruptcy under Chapter 9 on May 11, 2012. The filing enabled SROTB to continue its operation and to establish a plan to pay back creditors. The video lottery terminal (VLT) gaming facility, Jake’s 58, opened February 27, 2017 and was authorized to operate 1,000 machines in Islandia, but due to COVID-19 it is only operating 417 machines. SROTB entered into various mortgage security agreements totaling $58.2 million with Delaware North (DNC) in order to design, develop, construct, and to furnish Jake’s 58. The debt to DNC and the bankruptcy debt were paid off in the spring of 2020. One year ago, we expected to receive revenue of approximately $25.0 million in 2020 and starting in 2021 $33.0 million annually from VLT’s. Based on the reduced capacity, those estimates have been lowered to $1 million in 2020 and starting in 2021 to $15 million annually. Property Taxes For the purposes of the forecast, we are assuming that General Fund and Police District taxes will remain at the current 2020 tax levy. The 2021 Recommended Operating Budget does include growth in Police District taxes of 1.9%, which is within the New York State property tax cap of 3.01%. For the out-years, I continue my pledge to never submit a budget that pierces the cap. Workforce Management Since I took office, the County workforce has been reduced by over 1,400 full time positions. We have maintained this lower level of staffing through enhanced departmental management and strict position control. The reduction in workforce is saving taxpayers over $100 million a year. Keeping full time staffing levels at this lower level is critical to maintaining payroll costs at a manageable level. If we do not receive a significant amount of federal disaster assistance, we will have to further reduce the size of the workforce. Those reductions may be achieved through a combination of attrition, early retirement incentive and layoffs.

Suffolk County Employees January 2012 - September 2020

In addition to the lower workforce levels, we have garnered savings through collectively bargained agreements with our unions. We have demonstrated that we can achieve fairer contracts through the negotiation process instead of the risky binding arbitration process. Pension The chart below illustrates the impact of pension costs since 2011. The pension bill for 2011 was $136.0 million and in 2014 it peaked at $233.9 million, representing an increase of 72%. In order to reduce the impact of the rapid growth in pension rates, the County, as did many municipalities, chose to amortize a portion of the pension bill. As a result, the impact on taxpayers was smoothed out and the pension expense for 2014 was reduced to $145 million. The graph below shows the annual pension expense for 2014-2020 and the amounts estimated for 2021-2024. Pension Bill 2012 – 2024

As a sign of the County’s improved finances, in 2019, we ended the practice of deferring a portion of the pension bill. The 2020 Adopted Budget continued the practice of fully paying the pension bill, demonstrating that the Budget was structurally balanced. Unfortunately, if we do not receive the necessary financial assistance from the federal government, the County will be forced to revert to the practice of deferring a portion of the pension bill. To help to offset the projected $214.6 million deficit for 2021 we are proposing to

defer the maximum allowable amount by the New York State Comptroller. The assumption for the MYP is that the County will continue to pay the pension bill in full. The 2020-2023 MYP had assumed that pension costs would steadily decline starting in 2022, as prior amortizations were paid off. We will be paying off those amortizations, but the New York Comptroller has released the preliminary pension bill for 2022, estimating an increase of approximately $35 million or 17%. The State actuary found that statewide, retirees and beneficiaries were living longer and that members are retiring at a higher percentage than projected. These demographic factors, combined with slightly lower than expected investment results averaged over the last five years, were the primary factors that led to an increase in the rates. The actuary cautioned that economic turmoil and extraordinary uncertainty in 2020 could further impact assumptions and rates in the future. Employee Medical Health Costs Employee Medical Health Costs 2015 - 2024

As I discussed during the 2019 State of the County Address, health insurance costs were the biggest financial issue facing the County. The rising cost of health care, which at the time represented 15 percent of the total County budget, was on an unsustainable trajectory, in part due to major medical, prescription and hospital costs. It was also a defining reason why I voluntarily chose to become the first County employee in history to pay into his own health care - 15 percent of the health premium. In order to curtail the rising health costs, my team worked with all County unions to identify cost savings and plan design changes, which will result in tens of millions of dollars of savings over the term of the agreement. All County employees are now contributing to their Employee Medical Health Plan for the first time in history. This historic achievement, coupled with the plan design changes, will produce approximately $50 million in total health care savings upon full implementation of the agreement. Suffolk County Sewer Assessment Stabilization Fund Pursuant to § C4-6. L. of the Suffolk County Charter, the multi-year forecast includes the required transfer from the County’s General Fund to the Suffolk County Sewer Assessment Stabilization Fund. The 2021 Recommended Budget includes an amount that is at least five percent of the total amount borrowed in fiscal years 2014, 2015, 2016 and 2017. All funds must be repaid by December 31, 2029. In 2019, the minimum amount of $8.6 million was transferred to the Sewer Assessment Stabilization Fund. In 2020, $12.1 million was included in the Adopted Budget, significantly above the minimum requirement, due to our improved finances at the time to be transferred. On November 3, 2020, the voters by referendum will decide if this provision in the County Charter is repealed, eliminating the 2020 transfer and each subsequent year.

Early Intervention The Division of Services for Children with Special Needs provides services to children and families through four major programs: 1. The Early Intervention Program (EIP) serves children from birth to approximately age 3 who have developmental delays and diagnosed conditions that interfere with their ability to develop and learn. The majority of Early Intervention services are provided in the home. New York State reimburses Suffolk County for 49% of the costs of services in the EIP.

2. The Preschool Special Education Program serves children from 3-5 years old who have delays and diagnosed conditions that negatively impact the child’s ability to learn within a school environment. Preschool services are determined by the school district Committee on Preschool Special Education. The majority of Preschool services are provided in center-based special education preschool programs or typical preschools and day cares. New York State reimburses Suffolk County for 59.5% of the costs of services for this program. 3. Transportation services are a mandated part of Individuals with Disabilities Act (IDEA) for both the Early Intervention and the Preschool program. The County offers Parental Mileage Reimbursement (PMR), as required, to families who can transport their child to services. If the family is unable to provide transportation, the County is required, by regulation, to provide transportation. 4. The Children with Special Health Care Needs (CSHCN) Program provides information and referral services for children from birth to twenty-one years of age with a physically disabling condition and/or a severe chronic illness. Early Intervention Costs 2019 - 2024

The Health Department is projecting enrollment increases for children with special needs, as well as contractual rate increases from the providers. In addition, we they are estimating a 46% spike in transportation costs due to limiting the number of preschool children on buses, as a response to COVID-19. The County’s share of Early Intervention costs increases from $55 million in 2020 to $76 million in 2022, and is estimated to be $85 million in 2024. The cost to provide these mandated services elucidates that COVID-19 is not only having a long-term impact on the County’s revenue, but is also increasing the cost to provide vital services.

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Concluding Statement These unprecedented times called for unprecedented efforts. I would be remiss if I did not recognize the heroic efforts of members of my staff, whose dedication and perseverance enabled the County to respond quickly, and in ways it never had to before, to steer the County through not only the COVID-19 Pandemic, but also the continuing economic crisis. I would like to thank Chief Deputy County Executive Lisa Black, whose leadership was pivotal in orchestrating the County’s response effort. Deputy County Executive Vanessa Baird-Streeter, whose extraordinary organizational and community outreach skills, allowed the County to establish COVID-19 testing sites in hot-spot communities early on. Chief of Staff, Amy Keyes, became the face of County government by coordinating the County’s efforts with hundreds of local government officials every day; keeping them informed on rapid fire changes in State Executive Orders, and in responding to thousands of information requests from local governments, quickly and accurately, without ever forgetting a single detail. These three County officials worked tirelessly seven days a week, usually for 18 to 20 hours each day, for nearly six months. The outstanding leaders in the County’s Department of Health Services, including Commissioner Dr. Gregson Pigott, Chief Deputy Dr. Shaeda Iftikhar, Assistant Commissioner Jen Culp and the dedicated team of Public Health Nurses, who spent time away from their own families working to keep others in our County safe from COVID-19 did an exceptional job. I would also like to thank the staff in the 311-call center, whose importance quickly became apparent, as tens of thousands of Suffolk County residents, who benefited from the ease of being able to contact a single number, day or night, to get information in the midst of the pandemic. The County was able to face this crisis head on, thanks to the outstanding teams that we have in various departments, including at the Department of Fire, Rescue and Emergency Services. Moreover, the unwavering dedication and institutional knowledge of County Attorney Dennis Cohen, who was critical to our efforts, and the tireless efforts of Assistant Deputy County Executive Thomas Vaughn, who worked to coordinate the work of each and every department, to insure the safety of our residents. I would like to extend a special thank you to the Commissioner of Information Technology Services, Scott Mastellon, and the department’s staff for their ability to pivot Suffolk County, seemingly overnight, to allow a majority of the workforce to work from home during the quarantine. I also want to extend my appreciation to several new Department Heads, who joined our team, when we needed them the most. These include Commissioner Joseph Brown, Public Works, Commissioner Rosalie Drago, Labor, Licensing and Consumer Affairs, Commissioner Frances Pierre, Social Services, Commissioner Dr. Gregson Pigott, Health Services, Commissioner Jason Smagin, Parks, Recreation and Conservation, Natalie Wright, Economic Development and Planning, Dennis Brown, Director, Real Property Tax Service Agency and Thomas Melito, Personnel Director, Department of Human Resources and Civil Service. I would also like to recognize the departure of our Chief Medical Examiner, Dr. Michael Caplan. I thank him for his service and wish him much success in his future endeavors. I also want to thank all of my elected colleagues in county government for their partnership and hard work throughout this pandemic. We have made incredible progress to date by working together and I know we will maintain that spirit of cooperation as we continue our efforts to overcome and recover from this pandemic. Finally, I could not have accomplished this budget without the outstanding work of Budget Director, Eric Naughton, whose wholehearted commitment to the budget process was paramount to this effort and to his dedicated staff who worked tirelessly to complete this document, which is now our path to recovery. Based on the projected results of the multi-year forecast, we must take aggressive steps now to prepare for the new economic outlook that is a direct result of the pandemic. The Recommended Budget proposes responsible steps to continue moving the County forward if we do not receive additional federal assistance. The 2021 Recommended Operating Budget remains under the New York State property tax cap and freezes General Fund property taxes. I urge the Legislature to adopt this Recommended Budget.

xiii

Summary of Legislative Actions that Amended the 2021 Recommended Operating Res. No. DEPT Budget Reduce the 2020 estimate and 2021 recommended budget for out-of-county tuition expenditures and reduce the 2021 recommended revenue based on actual amounts provided by 820 MSC the Department of Audit and Control. There is no net impact. See Budget Review Office report, pages 29-30. Reverse the mandated portions of the transfer from the General Fund (001) to the Debt Service Reserve Fund (425) and the transfer of the same amount from the Debt Service 821 IFT Reserve Fund to the General Fund, which were included in error. See Budget Review Office report, pages 24-25. Reverse the discretionary portions of the transfer from the General Fund (001) to the Debt Service Reserve Fund (425) and the transfer of the same amount from the Debt Service 822 IFT Reserve Fund to the General Fund, which were included in error. See Budget Review Office report, pages 24-25. Increase the estimate for permanent salaries for Jail Mental Health to $1,096,079 in 2020 to HSV, correct a data entry error. The expense is offset with an increase in the estimate for Real 823 RPT Property Tax Map Certification fees. There is no net impact. See Budget Review Office report, page 122. Reduce the transfer from the Assessment Stabilization Reserve Fund (404) to the Sewer Capital 824 IFT Fund (527) in 2021 based on funding included in the Adopted 2021 Capital Budget. Reverse the $268,464 transfer from the Hotel/Motel Tax Cultural & History Fund (192) to the Hotel Motel Arts and Cultural Programing Reserve Fund (193) in 2020, decrease the funding for EDP, 825 the Citizens Advisory Board for the Arts (CAB) by $65,404 in 2021, decrease the funding for the PKS Film Commission by $5,000 in 2021, and distribute 2021 Hotel Motel tax funding to various cultural, historical, and film programs. Direct the Comptroller to perform a detailed accounting of all funds remaining in the EDP, Hotel/Motel Tax Cultural & History Fund (192) after all 2020 revenue is received to determine 826 PKS what funding remains and is eligible for transfer to the Hotel Motel Arts and Cultural Programing Reserve Fund (193) for cultural arts programming in 2021. Revise the breakdown of property tax items between the per parcel benefit charge and property tax levy in the Southwest Sewer District Fund (203) to reflect updated information on 827 DPW the number of parcels and assessed valuations, and also make technical corrections to the status of funds and supporting schedules presentation for Fund 203 in the 2021 Recommended Operating Budget based on Resolution No. 991-2019. Direct the Legislative Office of Budget Review to prepare a summary of the final legislative 828 LEG actions taken with respect to the adoption of the 2021 Operating Budget for inclusion in the budget document.

It shall be the policy of the County to use any unbudgeted revenue from the state or federal 829 NA governments to avoid layoffs, provided that the revenue is not dedicated to specific programs or otherwise needed to balance the budget. It shall be the policy of the County to distribute any unbudgeted revenue from the state or federal governments for public safety to the Suffolk County Police District, Suffolk County 831 POL Sheriff’s Office, and local law enforcement agencies outside of the Police District with parity, provided that the revenue is not dedicated to specific programs.

xiv

Where It Comes From… Where It Goes

Revenues Total: $3.880 Billion

Appropriations Total: $3.197 Billion

Note: Revenues include interfund transfers, appropriations are net of interfund transfers.

All Funds Summary

All Funds

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt. Revenue Real Property Taxes 682,255,837 701,039,817 681,468,830 709,190,446 714,975,402 714,975,402 Non Property Taxes 1,535,381,495 1,622,836,515 1,388,343,735 1,353,485,810 1,436,647,904 1,436,647,904 Real Property Tax Items 58,757,125 60,937,214 48,154,177 60,855,152 58,154,177 58,154,177 Departmental Income 239,157,017 245,014,330 232,895,632 242,570,803 236,708,073 236,708,073 Charges to Other Governments 21,347,336 19,347,195 19,277,367 19,398,844 19,401,844 18,662,732 Uses of Money & Property 165,501,332 151,013,338 130,581,687 149,616,174 150,884,651 150,884,651 Capital Fund Earnings 14,123,300 1,026,595 2,294,340 1,026,595 1,026,595 1,026,595 State Aid 315,207,522 313,994,939 320,699,641 318,932,029 289,267,534 289,267,534 Federal Aid 215,663,618 228,693,575 536,208,583 215,657,940 234,563,181 234,563,181 Interfund Revenue 722,983,903 711,980,345 723,668,112 809,689,836 766,598,741 739,078,669 Total Revenue 3,970,378,486 4,055,883,863 4,083,592,104 3,880,423,629 3,908,228,102 3,879,968,918 Expenses (excluding Interfunds) Personal Services 1,053,213,839 1,070,295,339 1,074,880,159 1,067,081,375 1,038,419,092 1,038,419,092 Equipment 5,959,691 5,188,540 9,175,380 5,801,736 4,876,148 4,876,148 Supplies, Materials, & Other Expenses 69,972,329 85,238,427 90,994,417 84,343,705 81,017,881 81,017,881 Contractual Expenses 1,014,931,229 1,053,417,857 1,053,861,853 1,046,696,241 1,035,499,482 1,034,997,184 Other 0 7,000,000 0 7,000,000 15,000,000 15,000,000 Principal on Debt 124,753,468 130,275,588 130,098,763 129,120,257 129,994,252 129,994,252 Interest on Indebtedness 64,534,744 61,805,182 58,033,986 65,037,401 66,234,800 66,234,800 Employee Benefits 793,576,384 817,269,259 798,716,629 838,406,183 826,416,468 826,416,468 Total Expense 3,126,941,683 3,230,490,192 3,215,761,187 3,243,486,898 3,197,458,123 3,196,955,825

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Excludes Fund 176 and Fund 406.

xvi

Suffolk County Tax Warrant

2019 - 2020

The County Portion of the tax warrant, including sewers, decreased from the previous year. The General and SCCC percentage has gone from 0.97% to 0.94% and the Police and District Court percentages from 9.93% to 9.86%. In the aggregate, the total warrant, including sewers, decreased by 0.014 from 11.44% to 11.30%.

xvii

Average Homeowner Tax Bill

Based on the 2020 Adopted Operating Budget, using consistent information from year to year there will be no change in 2021 County General Fund taxes in each of the ten towns. There will be an increase in the District Court and Police District Property Tax Warrant for each of the 5 western towns. There will be no change in the taxes charged for the Community College. Homeowners will once again see a separate line on their tax bill dedicated to the New York State mandated MTA tax. The Property Tax Increase is less than the amount allowed under New York State Tax Cap formula.

PROPERTY TAX IMPACT – 2021 ADOPTED OPERATING BUDGET

DIFFERENCE BETWEEN 2020 PROPERTY 2021 PROPERTY THE 2021 WARRANT TAXING DISTRICT TAX WARRANT TAX WARRANT AND THE 2020 WARRANT GENERAL FUND 49,036,632 49,036,632 0 AVERAGE HOMEOWNER TAX BILL 84.92 84.39 -0.53 COLLEGE FUND 5,250,467 5,250,467 0 AVERAGE HOMEOWNER TAX BILL 9.08 9.04 -0.04 POLICE DISTRICT 607,963,890 619,515,204 11,551,314 AVERAGE HOMEOWNER TAX BILL 1,340.82 1,363.28 22.46 DISTRICT COURT 6,513,302 14,513,302 8,000,000 AVERAGE HOMEOWNER TAX BILL 13.79 30.69 16.90 TOTAL COUNTY 668,764,291 688,315,605 19,551,314 AVERAGE HOMEOWNER TAX BILL 1,199.68 1,229.59 29.91 Notes: 2020 assessment information was used for the 2021 Adopted Budget.

The source for number of family parcels and corresponding assessed valuation: Suffolk County Real Property Tax Service September 2017. This report utilizes 2020 equalization rates as adopted and established by New York State Board of Equalization.

2020 FV TAX RATE PER $1000 2.89

xviii

Local Law Discretionary Cap

COUNTY OF SUFFOLK LOCAL LAW 21-1983 OPERATING BUDGET SUMMARY

2020 ADOPTED 2021 ADOPTED BUDGET* DESCRIPTION BUDGET

LOCAL LAW DISCRETIONARY CAP

AMOUNT OVER/(UNDER) CAP ($85,845,992)

$1,421,950,652 TOTAL $1,392,982,686

$817,613,080 GENERAL FUND $817,030,603

$18,160,585 COUNTY ROAD FUND $17,410,421

$450,118,506 POLICE DISTRICT FUND $419,299,761

$131,653,266 SEWER & MISCELLANEOUS FUNDS $134,836,686

$4,405,215 COMMUNITY COLLEGE $4,405,215

* 2020 Adopted is restated for cap law compliance.

xix

Local Law Discretionary Cap

2021 ADOPTED

NON-MANDATED PROPERTY TAX LEVY

LOCAL LAW 29-1995

2020 2021 STAND ALONE TAX LEVY ADOPTED ADOPTED AMOUNT PERCENT

General Fund Tax Levy ($123,722,882) ($143,706,183) ($19,983,301) 16.15%

Police District Tax Levy $358,004,729 $386,716,588 $28,711,859 8.02%

Combined (Western Suffolk) Tax Levy $234,281,847 $243,010,405 $8,728,558 3.73%

* 2020 Adopted Shown Are Restated For Cap Law Compliance

Cap $243,653,121

Difference ($642,716)

Authorized Full-Time Positions by Department

2020 2021 2021 2021 Department Mod. Req. Rec. Adpt. Audit and Control 110 110 110 110

Board of Elections 123 123 123 123

Campaign Finance Board 2 2 2 2

Civil Service 85 85 85 85

County Clerk 104 104 104 104

County Executive 179 179 177 177

District Attorney 441 441 441 441

Economic Development and Planning 95 95 95 95

Fire, Rescue and Emergency Services 90 90 90 90

Health Services 817 817 817 817

Information Technology Services 118 118 120 120

Labor, Licensing and Consumer Affairs 222 222 222 222

Law 139 139 139 139

Legislature 135 135 134 134

Medical Examiner 117 117 117 117

Parks, Recreation and Conservation 140 140 140 140

Police 3,540 3,540 3,540 3,540

Probation 442 441 442 442

Public Administrator 6 6 6 6

Public Works 826 826 827 827

Real Property Tax Service Agency 24 24 24 24

Sheriff 1,390 1,395 1,390 1,390

Social Services 1,728 1,728 1,728 1,728

Soil and Water Conservation District 6 6 6 6

Suffolk County Board of Ethics 3 3 3 3

Traffic and Parking Violations Agency 48 48 48 48

Total 10,930 10,934 10,930 10,930

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xxii

DEPARTMENTAL BUDGETS

1-1

Audit and Control

Departmental Mission The Comptroller’s office has a combined mission to ensure that County funds are expended in compliance with all prescribed laws, rules and regulations mandated by the State Comptroller, Local Laws and the Suffolk County Charter; to retain custody over Suffolk County’s cash, and to implement property tax-related responsibilities in accordance with the Suffolk County Tax Act.

John M. Kennedy, Jr. Department Description Under the direction of the Suffolk County Comptroller, a Countywide elected official and the County’s Chief Fiscal Officer, the Department operates through the following four divisions: Administration Division - Houses the Municipal Finance Unit, which issues the County’s traditional Capital and Cash Flow borrowings, Revenue Anticipation Notes (RANs), and borrowing for the expansion and improvement of various Sewer Districts. This unit also wires all debt service payments, restricts funds for the payment of short-term debt, and maintains cash balance data for all capital projects. Audit Division - Examines, audits, and verifies all books, records, and accounts kept by various administrative units, offices, departments, and officials paid from County funds. Administers the County’s Hotel/Motel tax program. This unit is responsible for ensuring that appropriate facilities are registered with the County and in compliance, and are accountable for the receipt of revenues.

 Accounting Services Division - Issues Suffolk County’s certified financial statements for each fiscal year, as well as for bonds and notes issued by the County. Maintains the County’s General Ledger and the Chart of Accounts, providing coordination of the County’s Integrated Financial Management System (IFMS). Ensures the prompt and accurate recording of all cash transactions, including invoiced federal and state aid satisfactions, and sales tax wire deposits in the County’s ledger and subsidiary databases.

 Payroll Unit - Verifies, approves, and processes the County’s payroll; follows IRS rules in reporting all wages and taxes; monitors compliance with the Affordable Care Act; and acts as the lead County agency for the filing of 1095-C’s to achieve IRS compliance. Finance & Taxation Division - Receives, deposits, and manages all County bank accounts. Supervises investment of all County funds and ensures proper collateralization by depositories, in accordance with the County’s adopted investment policy and NYS Law. Monitors daily bank balances and reconciles bank statements on a monthly basis. Acts, pursuant to state law, as the custodian of trust and agency monies, such as bail, surplus court action, social services, and funds from mortgage and community preservation taxes. Collects and documents payments of delinquent property taxes. Administers the County’s tax lien sale and tax deed undertakings. Administers, bills, and recounts properties covered by bankruptcy proceedings. Processes tax refunds approved in Supreme Court by Certioraris, Small Claims, Assessment Review proceedings and 1-2

Audit and Control

resolutions approved by the County Legislature. Responsible for the record-keeping of approximately 135 parcels designated by the Suffolk County Landbank Corporation for the possible transfer of tax liens, including the monitoring of payments, arrangements, sale of properties, and working directly with Landbank Corporation in maintaining property owners’ rights. Activities and Accomplishments

 Prepared the Comprehensive Annual Financial Report (CAFR) and the NYS Annual Report in accordance with the reporting model outlined in GASB #54.

 Received two awards from the Governmental Finance Officers Association (GFOA) as follows:

o Received a Certificate of Achievement for Excellence in Financial Reporting for the 36th consecutive year.

o Cited for Outstanding Achievement in Popular Annual Financial Reporting for the 11th consecutive year, which is a report that takes the data from the Comprehensive Annual Financial Report and provides an overview of the County’s significant economic and financial activities.

 Issued a combined $747.6 million in general obligation serial bonds and short-term tax, revenue and bond anticipation notes during 2019. In 2020, $1 billion in bonds and notes are anticipated to be sold, including $105 million in RANs.

 Managed borrowings to fund economic development initiatives, energy conservation improvements at County facilities, strengthening and improving of County roads, expansion and improvement of the County sewer systems, upgrades to public safety communication systems, and renovations and improvements at County facilities, including Suffolk County Community College.

 The County’s bond ratings currently stand as follows:

o Moody’s Investors Service Baa1

o Standard & Poors BBB+

o Fitch Ratings, Inc. BBB+

 Processed over 201,000 payment vouchers, issued 169,000 checks, and 510 electronic payments totaling $1.4 billion in 2019.

 Issued 3,448 Certificates of Residence for Suffolk County students attending out-of-county community colleges within New York State. Processed out-of-county vouchers of $16 million in 2019.

 Audited checks and electronic benefits issued to Social Services’ clients and vendors totaling approximately $438 million.

 Issued ten audit reports in 2019 from audits and contract compliance reviews conducted by the Audit Division. Audit reports released during 2019 identified potential recoverable monetary findings of 1-3

Audit and Control

$370,101. In addition, actual cash repayments received during 2019, because of the audits performed by the Audit Division, totaled approximately $1 million in the General Fund. The audit reports issued during 2019 included 66 recommendations relating to accounting and management controls, and compliance with laws, regulations and contracts.In August of 2019, a website for paying past due property taxes was launched. As a result, 760 payments totaling over $4.5 million were received in 2019.

 Six audit reports were released that were completed by CPA firms under contract with the County. Expenditures and revenues audited by these firms totaled $3.45 billion and $3.35 billion, respectively. CPA firms are contracted to audit the County’s financial statements and other financial statements, as required by another level of government, or by law/regulation.

 County departments are required to file a Procurement Record Checklist along with all documentation related to the Procurement Record with Audit and Control. In 2019, Audit and Control reviewed 248 Personal Service Procurement Record Checklists submitted by numerous departments.

 In accordance with the provisions of Chapter 353 of the Suffolk County Code, the deartments compiled audits and analyzed data provided by various nonprofit veterans’ organizations and issued 21 registration certificates in 2019.

 Processed and audited 26 regular and 21 special payrolls. Paid over $37 million in accruals to over 750 employees terminated in 2019. Processed 12,802 W-2 forms with gross wages of $1.05 billion in 2019, as well as Federal Withholding Taxes of over $141 million and State Withholding Taxes of over $58 million.

 The Financial Reporting Unit maintained the data integrity of the County’s Financial Management System, and continued to function as a service help desk and central point of contact for users in the event of a problem with the system.

 The Financial Reporting Unit was very involved in testing and implementing the upgrade of the County’s financial software in 2018. This unit has evolved into the lead of IFMS both from a technical and process improvement perspective. The IFMS Unit maintains and updates all Security tables in IFMS 3.11.1. This Unit is continually working in cooperation with the CGI consultants, the DoIT and all other departments to increase the use of the IFMS system’s available facilities.

1-4

Audit and Control

 The Division of Finance and Taxation added a second call center to service the high volume of calls during the peak collection time. This automated system directs taxpayers to the correct unit for assistance. The system includes informational menus, as well as a Frequently Asked Questions section to help reduce the number of routine calls personnel had answered in the past. It allows eight employees to be logged in at once to field incoming calls that cannot be answered by the automated system.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 7,902,465 8,365,194 8,242,610 8,793,463 8,243,771 8,243,771 Equipment 27,432 43,413 92,913 68,547 38,399 38,399 Supplies, Materials, & Other Expenses 292,194 504,315 393,150 544,264 509,854 509,854 Contractual Expenses 1,383,117 1,578,846 1,516,176 1,909,958 1,837,815 1,837,815 001 - General Fund Total 9,605,208 10,491,768 10,244,849 11,316,232 10,629,839 10,629,839 Grand Total 9,605,208 10,491,768 10,244,849 11,316,232 10,629,839 10,629,839

2021 Staffing

1-5

1-6

Board of Elections

Departmental Mission The Board of Elections administers, supervises, and conducts all primary and general elections in Suffolk County, in conformance with all applicable federal, state, and local laws. Department Description The Board of Elections (BOE) has the following primary responsibilities:

 Oversees all aspects of conduct for federal, state, county, town, special, primary and general elections taking place within the County.

 Accepts filings for ballot placement from candidates and from municipalities for propositions.

 Encourages voter registration and maintains voter registration records.

 Appoints and trains bipartisan teams of election inspectors.

 Produces and/or updates all election materials required at the polls, including poll roster books. Activities and Accomplishments Registration

 Suffolk County has 979,452 registered voters. This is the largest registration database outside of New York City and it is larger than ten states. Maintaining and updating these records are crucial to providing compliance with New York State (NYS) Election Law and regulations from the New York State Board of Elections. Elections

 BOE has supervised three elections thus far in 2020: The special election in Legislative District no. 15, the Presidential Primary, state and federal primaries, and will supervise the General Election in November. Special District Elections

 Provided special districts with Roster Lists to ensure accuracy and validity of enrollment for the voters who are eligible to participate. In addition, BOE provided tabulation hardware and support services, upon request, where possible.

Certification

 Supplied certified election results within fifteen working days of the re-canvass of most major and special elections.

 Continued to provide the electronic transfer of election results by individual election district. A dedicated electronic transfer system was placed in police precincts throughout the County, to allow an appointed BOE employee from each polling place to send electronically recorded digital tabulation of the vote to the Board in a closed circuit communications line.

1-7

Board of Elections

Goals and Initiatives The COVID-19 pandemic has had a tremendous impact on BOE’s operations. Executive Orders from the Governor allowed New Yorkers to vote via absentee ballot, without an excuse, in the June 2020 primaries. This directive from the Governor required the Board to send, receive and count many more paper ballots than in any other previous primary election. To meet this new demand, BOE invested in new equipment and developed new protocols to send, receive and count more absentee ballots. Simultaneously, the Board took great steps to ensure its Yaphank facility and hundreds of polling places were suitable for full-time employees, part time employees and voters. The Board will continue to build on these successes, as New York continues its battle with COVID-19. The Board will also continue its success in implementing New York’s new Early Voting Program. To date, only a small percentage of Suffolk voters have taken advantage of Early Voting. However, the Board will ensure this resource continues to be an efficient and reliable experience for Suffolk’s voters. The Early Voting legislation mandates the local Board of Elections to implement early voting beginning ten days prior to any election in Suffolk County. Twelve Early Voting sites have been assigned for 2020. This will be available for all General, Special and Primary Elections.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 8,697,541 10,265,189 9,821,881 9,244,148 8,990,655 8,990,655 Supplies, Materials, & Other Expenses 2,540,703 4,323,000 4,225,000 3,219,483 3,319,483 3,319,483 Contractual Expenses 2,147,852 5,715,988 3,814,500 2,922,000 2,924,500 2,924,500 001 - General Fund Total 13,386,096 20,304,177 17,861,381 15,385,631 15,234,638 15,234,638 003 - Grants Fund Supplies, Materials, & Other Expenses 22,522 0 2,907,069 0 0 0 003 - Grants Fund Total 22,522 0 2,907,069 0 0 0 Grand Total 13,408,618 20,304,177 20,768,450 15,385,631 15,234,638 15,234,638

2021 Staffing

1-8

Campaign Finance Board

Departmental Mission To establish and promulgate all rules, policy and procedures as it deems necessary for the proper administration of the Fair Elections Matching Fund.

Department Description Resolution No. 1143-2017 adopted Local Law 8-2018, a Charter Law establishing a Fair Elections Matching Fund. § C42-8 of the Suffolk County Charter establishes a Campaign Finance Board (Board) to administer the Fair Elections Matching Fund. The Board consists of three members, one member shall be appointed each by by the County Executive, the Legislative Majority Leader, and the Legislative Minority Leader. Each Board member is to serve a five-year term. The Campaign Finance Board is responsible for:

 Providing public funding to legislative candidates beginning in the 2021 elections and to County Executive candidates, beginning with the 2023 elections, thereby reducing the power of large donors and special interests and empowering ordinary citizens and small donors.

 Rendering advisory opinions with respect to issues arising under Article XLII. The Board may render these opinions at the written request of a candidate or authorized or principal committee, or upon its own motion.

 Reviewing and evaluating the effect of the Fair Elections Matching Fund upon the conduct of legislative and County Executive election campaigns in the County. Upon completion of the review, the Board is to submit a report to the County Executive and each member of the County Legislature on or before September 1, 2022, and every other year thereafter.

 Appointing an executive director, a secretary, independent counsel and such other staff as may be necessary to exercise its powers and fulfill its obligations subject to appropriations by the County Legislature.

2021 Executive Recommendations

I am recommending a 2021 Operating Budget for the Campaign Finance Board that provides adequate resources for the Board to meet its obligations, while assuring a balanced budget in 2021. This budget assumes that I.R. 1557-2020 will be adopted during 2020, and therefore funds will not be deposited into the fund in 2020 and 2021. It is for that reason we have not added additional funding in the 2021 recommended budget.

1-9

Campaign Finance Board

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 166 - SC Fair Elections Matching Fund Supplies, Materials, & Other Expenses 0 0 199 0 0 0 Contractual Expenses 0 0 14,400 14,400 14,400 14,400 166 - SC Fair Elections Matching Fund Total 0 0 14,599 14,400 14,400 14,400 Grand Total 0 0 14,599 14,400 14,400 14,400

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 166 - SC Fair Elections Matching Fund Current Positions 2 0 2 0 2 0 Department Total 2 0 2 0 2 0

1-10

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Human Resources, Personnel and Civil Service

Departmental Mission The vision of the Suffolk County Department of Human Resources, Personnel and Civil Service is to be recognized as a preferred employer and provider of innovative and results-oriented human resources services, policies, and systems. The department administers and assures compliance with Civil Service Law and Rules for 270 jurisdictions and the employment of over 46,000 employees within Suffolk County. The department’s mission is to promote effective, efficient, diverse and inclusive public employment throughout the County. The department endeavors to provide the most capable candidates, and provides recruitment assistance in an effort to attract, hire, retain and support a talented and diverse workforce that meets the needs of a diverse and vibrant County. The department provides oversight of various administrative processes involving personnel policy and procedures, compliance, human resources information systems and organizational and personnel development. In addition, the department administers the County Employee Benefits Program, inclusive of the County Employee Medical Health Plan and the County Deferred Compensation Plan, striving to provide the highest quality personnel services to the County’s employees, their families, retirees, and prospective members of the County workforce.

Department Description The Department of Human Resources, Personnel and Civil Service has the following responsibilities:

 Providing and administering competitive examinations for classified service positions in the County, towns, villages, schools, libraries, fire districts and other special districts.

 Resolving problems in all jurisdictions and County departments, by maintaining relationships with executive and management individuals, as well as all union officials, who represent employees.

 Establishing all eligible lists and providing certifications of eligible candidates to all County departments and local jurisdictions.

 Maintaining and updating the position classification system for all local jurisdictions and certifying that their payroll transactions conform to the position status file maintained by Civil Service.

 Maintaining and updating the official employment history for all County and local jurisdiction employees.

 Overseeing the Employee Medical Health Plan (EMHP).

 Administering the Retirement System for all eligible County employees.

 Processing the Pre-Tax Flexible Benefits Plan.

 Administering the County’s Deferred Compensation Plan that is responsible for overseeing the investments and recordkeeping of over $1.4 billion in employees’ accounts.

 Implementing and administering the new Human Capital Management System, which is replacing the outdated Payroll and Personnel System.

 Developing a best practice, full service suite of Human Resources functions that cater to a diverse and inclusive workforce, such as recruitment, retention, development and employee engagement.

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Human Resources, Personnel and Civil Service

Activities and Accomplishments An indication of the department’s varied workload is shown in the chart below:

Suffolk County Human Resources, 2017 2018 2019 Personnel and Civil Service Workload Change of EmploymentIndicators Status Transactions 73,501 76,517 81,742 Names Established - Eligible Lists 12,908 10,665 9,889 Eligible Names - Certified to Jurisdictions 126,595 190,840 205,737 Examinations Held 195 242 231 Applications Processed - Fees Paid 13,021 13,205 24,255 Applications Processed - Fees Waived 5,139 4,521 5,756 Duty Statements Reviewed 2,295 2,461 2,534 Exit Interviews Conducted 372 355 364 Number Certified on Payroll 35,391 33,326 34,724

 Internet filing for open-competitive and promotional examinations accounts for over 90% of applications, providing easy access to the public and greater efficiency in the department.

 Continued to provide savings throughout the County with the Office Assistance Program, which assigns clerical staff to assist departments during peak workloads and/or to reduce backlogs for a period of three months. Emphasis is placed upon assisting with revenue-producing programs and reducing overtime.

 The Employee Benefits Unit assisted in the development, review and processing of RFPs, RFP Waiver Requests and contract documents.

 Processed over 6,000 Medicare Part B Additional Premium Reimbursement applications, in service to the County’s retired participants in 2019.

 Continued ongoing administration of Medicare Part D Employer Group Waiver Program (EGWP), coordinating ancillary functions with County Information Technology and EMHP EGWP Pharmaceutical Benefit Manager (PBM).

 Continued to coordinate and assist the County Executive’s Office, Audit and Control, and Information Technology Services on the following:

◦ Implementation of cost-savings measures, as recommended by the EMHP Committee.

◦ Administration of the Flexible Benefits Plan, including overseeing payroll deductions and W-2 reporting for health benefit premium contributions.

◦ Patient Protection and Affordable Care Act W-2 and IRS health cost reporting requirements, including Information Reporting.

◦ Gathering data and information necessary for EMHP plan audits.

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 Continued ongoing coordination with Payroll Unit, IT, and Flex Benefits TPA for payroll deductions and W-2 reporting for health benefit premium contributions by those employed commencing in 2013.

 Provided key assistance for the ongoing coordination with Payroll Unit, IT, SCCC, Audit and Control, and outside vendors regarding PPACA W-2 and IRS health cost reporting requirements, including Information Reporting.

 Maintained an email notification system, whereby the public may register to receive email information about upcoming examinations. As of May 2020, over 31,000 people have registered. Goals and Initiatives Through the establishment of the Chief Diversity & Inclusion Officer position, the Department will lead the development and implementation of Suffolk County’s diversity and inclusion initiatives. This program will nurture diversity, equity and inclusion champions within the leadership team to achieve the goal of becoming Suffolk County’s employer of choice. This team will create the path to develop and engage employees who share the goal of delivering extraordinary public service to our residents, building equitable communities and a thriving County. Alongside these champions, the Department will collaboratively create the Countywide Diversity & Inclusion Strategic Plan, which will include policy and goals for all departments, divisions and agencies. The Countywide Diversity and Inclusion Plan is to be announced in April 2021. As phase one, the Office of Human Resources plans to accomplish a Developmental Plan and Operational Capability. Implementation of the new Human Capital Management System in the second quarter of 2021, will allow the County to significantly improve operations, human resources service delivery, benefits administration and the cost of county payroll processing (PPS). In addition to transitioning from PPS to a new County HCM/payroll system, we are planning to improve civil service operations through improved technology, including an application that would allow the department to process duty statements via the web rather than through processing of paper documents.

2021 Executive Recommendations

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Human Resources, Personnel and Civil Service

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 4,612,550 4,520,066 4,376,014 4,757,715 4,422,254 4,422,254 Equipment 0 2,100 7,392 0 0 0 Supplies, Materials, & Other Expenses 98,596 78,400 62,355 55,319 55,319 55,319 Contractual Expenses 1,015,738 660,565 223,037 188,118 390,518 390,518 001 - General Fund Total 5,726,884 5,261,131 4,668,798 5,001,152 4,868,091 4,868,091 039 - Employee Medical Health Plan Fund Personal Services 603,886 1,022,912 996,184 1,069,095 1,020,555 1,020,555 Equipment 0 400 400 0 0 0 Supplies, Materials, & Other Expenses 5,176 6,300 4,350 3,850 2,850 2,850 Contractual Expenses 37,411 111,605 57,213 10,049 13,256 13,256 Employee Benefits 172,058 212,725 210,218 212,453 221,237 221,237 039 - Employee Medical Health Plan Fund 818,531 1,353,942 1,268,365 1,295,447 1,257,898 1,257,898 Total Grand Total 6,545,415 6,615,073 5,937,163 6,296,599 6,125,989 6,125,989

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 68 4,590,341 68 4,254,880 68 4,254,880 Fund Total 68 4,590,341 68 4,254,880 68 4,254,880 039 - Employee Medical Health Plan Fund Current Positions 17 1,054,145 17 1,005,605 17 1,005,605 Fund Total 17 1,054,145 17 1,005,605 17 1,005,605 Department Total 85 5,644,486 85 5,260,485 85 5,260,485

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County Clerk

Departmental Mission The County Clerk is responsible for the filing, recording, storage and retrieval of all public records, as required by the State Constitution and the Laws of the State of New York.

Judith A. Pascale Department Description Under the direction of the County Clerk, who is a Countywide elected official and a New York State constitutional officer, the department performs the following functions:

 Maintains all archival records of County government, including deeds, mortgages, various court judgments, certificates of incorporation, and other papers, in accordance with County and state laws. Almost 90 million records are currently maintained.

 Acts as the Clerk for both the Supreme and County Courts.

 Acts as the County’s Records Management Officer.

 Files all court records related to criminal and civil actions.

 Houses the County’s historic documents, which are overseen by the County’s archivist.

 Provides record access to attorneys, title companies, businesses, the general public and governmental agencies, etc.

 Every deed, mortgage, lien, judgment, business certificate, real estate transaction, U.C.C. document, civil and criminal court record, notary public, and veterans' discharge is filed or recorded with the County Clerk. Activities and Accomplishments

 Due to the COVID-19 pandemic, the Riverhead County Center was closed to the public from March 16th to July 27th. The County Clerk’s infrastructure allowed the department to smoothly transition to working remotely and to continue to conduct business, provide services and collect revenue without disruption.

 Increased the number of electronically filed (E-File) court cases in 2020, with 100% of all court cases currently being accepted electronically.

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 Funding is included in the Capital Program ($1.6 million through 2023) for the final design and procurement of replacement equipment for the entire data center housed in the Riverhead County Center.

 Completed the redesign of the County Clerk’s website. The new site offers seamless navigation and a user friendly environment for the public and the title industry. Title users now have 24/7 remote access to the County Clerk’s system. The County Clerk’s website is one of the top three visited sites in Suffolk County government.

 Expanded the electronic acceptance of all deed and mortgage documents, which now constitutes 60% of all land recordings. Implemented a new dashboard to measure productivity and to track and to monitor remote systems users and productivity.

 Provided remote access to County Clerk records twenty-four hours a day, seven days a week, including the index of deeds and mortgages and images from 1986 forward. Also provided an index of Supreme Court minutes, and Judgment and Liens from 1972 forward. Below are the types of documents filed:

Type of Documents 2015 2016 2017 2018 2019 Deeds 44,242 47,488 49,328 50,503 47,430 Mortgages 107,816 109,405 114,300 103,965 100,011 Judgments 88,733 64,250 61,124 42,691 44,891 Certified Copies 42,884 43,043 41,599 42,748 42,843 Lis Pendens 10,587 9,930 7,898 7,279 6,083 Court Actions 10,932 9,875 8,452 7,921 6,941

 Created a 24/7 web-based portal on behalf of the County Comptroller to allow the public to conveniently pay for their delinquent property taxes on-line by using a credit card. Also, created a 24/7 web-based application that allows vendors to check the payment status of outstanding vouchers.

 Implemented VOIP phone systems by leveraging existing architecture in the department.

 Completed migration of Real Property and County Clerk domains, which allows for one single unified source for all land records data that eliminates duplicative tasks and speeds up the processing of fee-related documents.

 Created and completed interfaces for all six District Courts, which allows for the electronic transfer of all judgments, including red light camera violations from the Traffic and Parking Violations Agency to the County Clerk, and eliminates the transmission of paper.

 Created a new web service, which is available to the towns that integrates land data into their respective GIS systems used by local code enforcement, planning and law departments. Currently, the towns of Brookhaven, Huntington and Southampton are utilizing this service.

 Re-configured and re-designed the footprint of the department to comply with NYS mandates related to safety precautions to address COVID-19.

o Provided sufficient distance of cubicles and workspaces and installed plexi-glass shields at all counters and shared spaces. 1-18

County Clerk

2021 Executive Recommendations

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 6,309,590 6,638,270 6,547,385 6,783,323 6,500,769 6,500,769 Equipment 158,495 156,602 167,252 150,000 150,000 150,000 Supplies, Materials, & Other Expenses 848,986 1,109,146 999,307 974,918 943,503 943,503 Contractual Expenses 336,685 398,965 314,360 270,965 255,525 255,525 001 - General Fund Total 7,653,756 8,302,983 8,028,304 8,179,206 7,849,797 7,849,797 Grand Total 7,653,756 8,302,983 8,028,304 8,179,206 7,849,797 7,849,797

2021 Staffing

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County Executive

County Executive’s Mission The mission of the Suffolk County Executive’s Office is to provide the leadership and resources necessary to assure that Suffolk County residents have the essential services that they need, at a cost they can afford. The priorities of the Bellone Administration have focused on a commitment to infrastructure improvements and the development of a strong foundation for economic growth, which will allow for the creation of high paying jobs and enable the County’s residents to continue to support and raise families here in Suffolk.

Steven Bellone

Department Description The County Executive is the Chief Executive Officer and Chief Budget Officer of the County of Suffolk and has general supervision over all administrative units of Suffolk County government. The County Executive’s Office is comprised of nine divisions, including Office of Budget and Management, Intergovernmental Relations, Office of Labor Relations, Performance Management, Central Procurement and Constituent Affairs, Office for the Aging, Community Services, and the Office for People with Disabilities and Veterans Services. The County Executive is responsible for the following:

 Managing the County’s operating budget and the capital budget and program.

 Day-to-day operation of County government.

 Executing all state, federal, and County laws within the County of Suffolk.

 Negotiating and administering collective bargaining agreements, as well as the Suffolk County salary plan.

 Administering contracts, filing legislation, and exercising the power to veto or approve County legislation. Office of Budget and Management - Consists of professional staff with expertise in budgeting, finance, program review, operational analysis, as well as federal and state aid claims evaluation and coordination. The County Executive’s plan to incorporate bipartisan measures to strengthen finances and implement best practices; will bring the County in line with best municipal financial practices set forth by financial experts, including the New York State Comptroller’s Office and the Government Finance Officers Association. Since then, the Office of Budget and Management has accomplished the authorization of multi-year budgeting, established a debt management policy, and modernized the County’s financial tools. In 2019, the Office submitted its first four-year financial plan, which allows the County to focus on long-term planning and help residents and elected officials see the impact of fiscal decisions over time. The debt management plan will allow the County to achieve sound financial management, which will lead to both improved investments, and taxpayer 1-21

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savings. The OpenGov financial software solution, implemented in 2019, has contributed to enhanced efficiency, transparency and accountability. Intergovernmental Relations - Is charged with carrying out the introduction, adoption and implementation of the County Executive’s legislative agenda across all levels of government: local, state and federal. In order to achieve legislative success for the County, the unit cultivates and maintains strong working relationships with the County Legislature, federal, state and local elected officials, the community and other relevant stakeholders. Collaborates and promotes cooperation between County departments, community advocates and the Suffolk County Legislature to support creative initiatives through legislation. Labor Relations - Responsible for the negotiation, interpretation, and enforcement of the terms and conditions of employment for the over 9,000 unionized and management employees. The Office oversees the contract negotiations with the 11 County Unions, discipline, grievances, arbitrations, works with outside counsel on matters before the courts and PERB, sexual harassment/ discrimination and workplace violence investigations, approves FMLA requests, NYS Taylor Law compliance and all aspects of labor relations, while representing the County Executive. Performance Management - Supports systematic improvement in County government through enhanced data analytic tools and employee trainings on culture, leadership, and change management. The County Executive’s Performance Management team focuses on:

 Creating opportunities to support innovative, data-driven decision-making.

 Assisting departments in delivering cost-effective, high quality, and timely services. Office of Central Procurement - Provides oversight of all County procurement and provides economies of scale, maximizing the County’s bargaining power to ensure purchasing controls, and eliminates redundancies. Community Affairs - Serves as the direct connection between Suffolk County residents and the County Executive’s office. The office serves as the liaison between community groups, civic organizations, chambers of commerce and the government working to ensure that the County Executive is informed about issues important to the communities that these groups represent. The office also works to establish and strengthen relationships with a broad range of community and business leaders. The office provides residents and stakeholders a voice in improving or establishing County programs and initiatives, and addresses a multitude of issues and concerns on behalf of the 1.5 million residents of the County.

 In an attempt to provide quality service to County residents, through outreach, the office serves as a strategic partner with neighborhoods in each community within the County. Office for the Aging - Assists residents over age 60 to remain safe and independent in their homes, and to thrive in their communities, for as long as possible. As the designated local Area on Aging (AAA), the office is responsible for developing and implementing a plan for providing community-based services to older adults. Services are either provided directly or through contracts with the ten towns in the County or the local human services agencies.

 Services most notable are nutrition programs, case management, home care, residential repair, respite services, caregiver support programs, information and assistance, and benefits counseling. These community-based services, while available to all those aged 60 and over, are to be targeted to those in greatest economic and social need, particularly minority elderly.

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County Executive

Community Services Office - As part of the County Executive’s initiative to streamline services, the Community Services Office combines the staff and services of Minority Affairs, the Youth Bureau and Women’s Services. Office for People with Disabilities - Acts as the County’s ADA Compliance Office, coordinates County services for disabled residents of the County, operates a people with disabilities hotline, and administers the County’s People with Disabilities Identification Card program. The office also certifies eligibility for use of the County’s Accessible Transit (SCAT) bus system, administers the volunteer Handicapped Parking Enforcement program, and serves on the Suffolk County Disabilities Advisory Board. Veterans Services Office - Provides counseling to veterans in completing and submitting applications to claim private veterans’ benefits and offers counseling and assistance necessary to help appeal unfavorable rulings. Activities and Accomplishments Office of Budget and Management

 Manages the County’s $3.2 billion operating budget and a capital program, which has approximately 1,200 active capital projects. Daily management includes reviewing and processing thousands of contracts, grants, purchase requisitions, budget transfers, conference attendance requests and preparation of fiscal impact statements for all County Executive sponsored legislation.

 Developed the 2021 Recommended Operating Budget to reflect the County Executive’s fiscal priorities, assuring no General Fund property tax increase and staying within the New York State Property Tax Cap.

 Manage the County Executive’s Departmental Fiscal Manager Working Group. This group acts as a fiscal hub of operations, allowing for coordinated implementation of fiscal policy and procedures and allows the County to autocorrect in “real time” when expenses and revenues are not performing or are not on target.

 Developed the 2021-2024 Capital Budget and Program, which minimized projects funded with serial bond proceeds, while focusing on strengthening and improving County infrastructure.

 Work closely with Audit and Control in meetings with financial rating agencies, updating budget information for County’s Official Statements for two capital bond issues and three cash flow borrowings per year.

 Serve as budgetary and data analysis resource for labor union contract negotiations, intergovernmental relations and perform cost-benefit analysis for County Executive initiatives.

 Began an initiative to identify and implement key operational improvements through the collaboration of departmental stakeholders and subject matter experts within budget.

 Provide fiscal expertise to RFP evaluation committees.

 Assisted the Fiscal Impact Task Force, made up of a group of independent financial experts, with conducting an extensive review of the County’s multi-year plan and determining the fiscal impact that 1-23

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the COVID-19 pandemic has had and will have. The review led the presentation of the COVID-19 Fiscal Impact Task Force‘s Final Report.

 The Federal and State Aid Unit is responsible for the processing of claims for various County Departments (County Executive, Parks, Recreation and Conservation, District Attorney, Health Services, Police, Probation, Law, Sheriff, Fire, Rescue and Emergency Services, Information Technology Services, Economic Development and Planning, Medical Examiner, the division of Consumer Affairs, and the Legal Aid Society). The Federal and State Aid Unit also assists Labor, Licensing and Consumer Affairs, Public Works, the division of Community Development and Social Services with various federal and state aid and grants accounting issues.

◦ For fiscal year 2019, the unit recorded 940 claims for the various grants and aid programs, including $25.2 million in federal funding and over $45 million in State Aid funding.

◦ Thus far in 2020, the unit is managing 199 active grants for departments, including 115 federally funded grants, and 84 state grants.

◦ Holds quarterly grants manager workshop meetings with all County departments who have federal and state aid funding, where all phases of the funding process are discussed.

◦ Continued collaboration with Audit & Control on the expanded use of the Grant Major Program, for enhanced grants accounting in the Integrated Financial Management System (IFMS).

◦ Continues to oversee the departments on recording revenue due to the revenue structure change in the Integrated Financial Management System (IFMS) that took effect in January 2019.

◦ Continues to oversee the use of the County’s Grants Management System by all departments and to host training sessions for employees on the system’s use.

◦ In collaboration with the Office of Budget and Management and County Executive’s Performance Management unit, the Federal and State Aid unit meets with the County departments’ fiscal staff to review fiscal processes and to assist with streamlining operations to help maximize revenues and reduce expenditure backlogs. The group plans to meet with other departments to perform the same review over the next year.

◦ Acts as main fiscal point of contact for FEMA’s Public Assistance reimbursement program, as well as the Deptartment of Treasury’s CARES Act - Coronavirus Relief Funding, and works in collaboration with departmental fiscal staff to maximize reimbursement for COVID-19 related expenses. Intergovernmental Relations

 Advocated and received $4.7 million of additional state dollars for transportation funding for Suffolk County.

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 Coordinated the dissemination of information and updates on the County’s response during the ongoing COVID-19 pandemic to the towns and villages in Suffolk County.

 Oversaw the legislative approval for a number of budget shortfall mitigation proposals during the ongoing COVID-19 pandemic.

 Oversaw the legislative confirmation of the County Attorney, and Commissioners for the Labor, Licensing and Consumer Affairs, Public Works, Health Services, Parks and Recreation, Economic Development and Planning departments, as well as the Personnel Officer for Human Resources, Personnel and Civil Service department, and the Director of the Real Property Tax Service Agency.

 Collaborated on and introduced the six-part CPS Transformation Act, which implemented substantial changes to the Suffolk County Department of Social Services to increase transparency and accountability.

 Oversaw legislative approval of the creation of the new Suffolk County Office of Central Procurement, which has consolidated and streamlined the oversight of all county procurement into one office to facilitate the development and incorporation of management reforms, accountability and best practices.

Labor Relations

 Interpreted, monitored, and administered 11 collective bargaining agreements and provided guidance to employees, supervisors, and departments on various aspects of these contracts.

 Workload statistics for 2019 are as follow:

◦ Processed approximately 25 grievances through settlement or arbitration.

◦ Handled approximately 63 disciplinary matters through settlement or arbitration. ◦ Investigated and resolved 22 Workplace Violence complaints, seven Sexual Harassment complaints, and 12 Discrimination complaints.

◦ Drafted and executed 104 Memorandum of Agreements for various unions regarding subjects, such as schedule changes, flextime, reimbursements, night differentials, and chart days.

 Administered random drug testing for New York State Department of Transportation drivers, on a quarterly basis, and for various bargaining units.

 Negotiated the Association of Municipal Employees (AME) White collar and Blue collar Contract, in addition to the Police Benevolent Association (PBA), Probation Officers Association (POA) and the Superior Officers Association (SOA) contracts. As of July 7, 2020, the office is negotiating with all other labor unions.

 Monitored and administered Family Medical Leave requests, Cancer Pool Donation/Usage, and oversaw the Employee Medical Review, as requested by County departments.

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 Provide payroll advice and interpret the various contracts, as they relate to payroll issues.

 Revise policies and manuals related to Labor Relations/Human Resources, as required. Performance Management

 Authored a comprehensive ten-month review of the Department of Human Resources, Personnel and Civil Service. The Assessment Report offers an unprecedented examination of the Department following a thorough assessment in collaboration with members of the Department and various stakeholders, including County department heads and local jurisdictions served. Based on the review, the Department should be modernized and reorganized to meet its full array of responsibilities called for by the Suffolk County Charter. These include providing a robust County Resources function, conducting day-to-day internal operations with respect to Countywide Civil Service functions, and the management of diversity in the Human Resources/Civil Service Departments, as well as the important role it should play in increasing diversity in local governments.

 Provided ongoing assistance to Department of Human Resources, Personnel and Civil Service to implement the recommendation of the Suffolk County Department of Human Resources, Personnel and Civil Service Assessment Report.

 In partnership with Information Technology Services, directed the initiative to replace the current high cost, outdated payroll, personnel and time and attendance system. Worked closely with the Accenture/Workday/Kronos/County project team to facilitate integration of the solution platforms in accordance with strategic goals and objectives.

 Continued to support the Procurement Reform Working Group to modernize and restructure procurement operations and supporting technologies. Identified critical technology capabilities, required to transform to a best practice “Source to Pay” operation. Technology discovery sessions are ongoing. Community Affairs

 Oversee coordination and implementation of the first ever Virtual Suffolk County Marathon, Half Marathon, 10K and 5K to Support Veterans and Veterans Service, in conjunction with the Office of Veterans Affairs.

 Assisted with the first-of-its-kind “Essential Stories; Working Through COVID-19” - An oral history of Suffolk County employees’ experiences working through the pandemic.

 Liaised with Suffolk County school districts to track emergency meal program distribution, in addition to emergency childcare for essential employees throughout the COVID-19 pandemic.

 Organized meetings with representatives of civic associations and community leaders virtually throughout the County to establish an ongoing dialogue with the County Executive’s Office and the community. These meetings allow the County to provide vital guidance and messaging to community leaders virtually, in real time.

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 Managed the County Executive’s Internship Program, which in partnership with local colleges and universities, allows students to obtain first-hand experience in government.

 Work with various community professionals to create the Behavioral Health Wellness Campaign- daily lectures and offerings to county employees and the general public, to inspire positive mindfulness and healthy living throughout the pandemic. Office for the Aging

 Held two public hearings in October 2019, in order to receive public input on the services and programs provided for older residents in the County. To reach underserved individuals, over 3,000 letters were mailed to residents and contractors. Individuals were encouraged to attend the hearings or send in comments about programs. Approximately 100 people attended the hearings and/or provided valuable input regarding services available and how those services assist them to remain independent in the community.

 Over 3,000 Home Energy Assistance Program (HEAP) applications were processed by the Office for the Aging during the 2019-2020 heating season.

 NY Connects provides a locally accessible, consumer centered source for information on all longterm care services in Suffolk County. This program provides information and assistance to County residents so they can determine how to meet the long-term care needs of family members or themselves, regardless of age or payment source. In 2019, NY Connects staff responded to over 10,000 requests for information.

 Suffolk County’s over 60 population continues to increase at an unprecedented pace. Outside of New York City, Suffolk now has the largest over 60 population in New York State. Due to this increase, the demand for services has far exceeded capacity. The office received additional State funding to reduce waiting lists. The Office has reduced the waiting list for home delivered meals by 65% and case management by 42%.

 The COVID-19 pandemic greatly affected Aging’s services. All nutrition programs transitioned to home delivered and/or curbside pick-up of meals. At the height of the pandemic, 60% more people were served meals each week than prior to COVID. Aging received additional federal funding for these extra meals. Minority Affairs

 Provided oversight and support to the following Boards: African-American Advisory Board; Hispanic Advisory Board; Asian American Advisory Board; Muslim Advisory Board; Jewish Advisory Board and the newly established Native American Advisory Board.

 Oversaw the County's minority and women-owned business enterprises certification process and maintained a searchable directory.

 Oversee the countywide LEP Plan- Language Access.

 Oversee Title VI Policy and Compliance. 1-27

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Youth Bureau

 Monitored and provided fiscal oversight to over 85 community-based youth programs; servicing 170,000 youth, as well as 14 Town programs servicing 34,000 youth.

 Continued to establish strategies, in accordance with the County Executive’s anti- recidivism/community based intervention initiative, which enhance youth centers and youth development programs throughout the County.

 Established Institute of Gang Prevention to further enhance a community collaborative approach toward gang prevention.

 Provided oversight and support for the Suffolk County Youth Board Coordinating Council.

 Coordinate and administer Suffolk County PD Summer Youth Academy. Women’s Services

 Influenced the organizations and institutions that collectively support or improve the health of women and their population.

 Formed meaningful community partnerships to plan, develop and implement collaborative community and system level solutions. Provide direct one-on-one assistance to help women obtain and utilize resources and information on topics important to women These topics include health, primary care, family planning, education, business, labor, legal issues, personal enrichment and other needed support services.

 Operated the Women’s Helpline, which offers information and referrals to resources for further help and emotional support depending on the needs of the caller. Calls are anonymous and confidentiality is respected. Office for People with Disabilities

 Fielded more than 20,000 inquiries from the public and participated in numerous County and community events, including the County’s annual events for the homeless and veterans job fairs. Hosted meetings of and supported the Suffolk County Disability Advisory Board.

 Implemented efficiencies in the SCAT Paratransit application process, thereby saving staff time and postage. Doubled the use of applicant interviews to 400, ensuring that applicants meet the federal criteria for eligibility. Participated in taskforces to improve ridesharing services and storm response.

 Worked with the County Executive and Public Works to enhance access to County Beaches and Parks. Veterans Services Office

 Provided counseling services to 103,451 Suffolk Veterans and their families in 2019. These activities resulted in approximately $58 million in retro pay and $52 million in recurring pay awards in 2019,

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paid directly to Suffolk County Veterans and their spouses, in the form of compensation and pension, readjustment and vocational rehabilitation and insurance indemnities.

 Served as a critical resource in the planning, development, marketing, and execution of the Suffolk County Marathon, Half Marathon, Relay, and 5K to Support the County’s Veterans.

 Suffolk County Veterans Service Agency (SCVSA) serves as a SAMSHA Mayor’s Challenge County. This effort requires considerable logistical and project development commitments by the Director, a Senior Veterans Service Officer, a Veterans Service Officer, and a Senior Office Assistant.

 Serves as members of Suicide Fatality Review Committee. This is a critical adjunct to the Mayor’s Challenge.

 Federal support of the agency has become an essential necessity, given the ever-increasing resource, technical, training, credentialing, and complexity of the agency’s responsibilities. Currently, the federal government provides zero financial support to the Suffolk County Veterans Agency, but imposes significant requirement burdens on it. Goals and Initiatives The County Executive’s Office has worked tirelessly to deliver a County budget, which meets the strict guidelines of the New York State Property Tax Cap, and has remained committed to improving government through innovation and efficiency. Working collaboratively with the Suffolk County Legislature and other branches of government, Suffolk County government continues to be transformed by challenging assumptions, implementing efficiency and accountability, consolidating and streamlining government processes to create a more business friendly environment, and cooperatively improving the quality of life for Suffolk County residents. Aging has seen an increase in demand for community based services that has resulted in waiting lists for case management, home care, and home delivered meals. Due to the large number of residents waiting for services, Aging received an additional $2.5 million in state funds to reduce or eliminate wait lists. Aging has developed a plan to reduce the number of people waiting for services. For 2021, the new case management staff hired will have completed training and will be able to carry full caseloads. With the additional financial resources, home delivered meal contractors are expected to provide additional meals so that the wait lists are greatly reduced or eliminated. For 2021 the office of Minority Affairs plans to request that each one of the advisory boards in the County provide one or two issues affecting their respective communities. This needs assessment will provide research of social causes. The Department will develop findings and recommendations to improve the quality of life for minorities and all citizens of Suffolk County. The Department also plans to have a yearly roundtable meeting of advisory chairpersons to collectively develop an annual report of findings and recommendations, which could influence policy and government regulations. This annual report will be presented to the County Executive. Minority Affairs also plan to strengthen the County’s current MWBE system by securing resources to produce a disparity study in order to set MWBE goals for Suffolk County procurements and contracts; thereby increasing business opportunities for MWBE business in Suffolk County. The Youth Bureau plans to expand Suffolk County Community Based Intervention Youth services to other municipalities, including but not limited to, Amityville, Mastic, Riverhead and East Hampton. We also plan to continue the Suffolk County Police Department Summer Academy to foster a career interest in law enforcement 1-29

County Executive

and criminal justice for youth ages 14 - 18 years old. In 2021, the Youth Bureau will continue the Suffolk County Summer Youth Connection, serving youth residing in Central Islip, Brentwood and North Bay Shore, Wyandanch, Huntington Station and Bellport. In an effort to cope with issues that youths are facing, the Youth Board established the Suffolk County Institute for Gang Prevention. This Institute is a collaborative created by the Youth Bureau and Youth Partners both State, and local such as but not limited to the NYS Office of Children & Family Services, NYS Department of Justice ,Probation, SCPD, Youth Development agencies & non-profits, clergy and others to create a county-wide plan for the reduction of violence. This entity would also seek federal, public and private foundation grant and other fund development, which would allow the County to expand services with no cost to the County Budget but actually increase revenue for youth services. Finally, we plan to research and explore best practices to develop a more efficient and updated system for procuring Youth contracts with the Suffolk County Youth Bureau in accordance with the mission of the County Executive and Youth Bureau. The Office for People with Disabilities will continue its compliance and advocacy functions in 2021, The County has, since the passage of the ADA, made considerable progress in making its buildings accessible to people with mobility disabilities. Despite fiscal challenges, these efforts have continued during recent years. Considerable progress was made in the Parks as to the County’s website. The ADA requirements are not limited to buildings. OPD will continue to work with all the departments to improve communication with deaf and visually impaired people. Advances in ADA compliance have been made by increasing the use of sign language interpreters, including by video, but the Office will place emphasis on providing availability of information in accessible formats, including large print and braille. OPD will continue to interview applicants for the SCAT paratransit program. The Office would like to encourage greater use of the fixed route bus system by developing and using a travel training program, which would provide people with greater independence and flexibility, while relieving some of the pressure on SCAT. For 2021, the Veterans Service Agency will continue to be a leader in serving the numerous and complex needs of veterans, military, their families, dependents and survivors. The Veterans Service Agency will continue to serve as a force multiplier in peer support, suicide awareness education, prevention and post- vention through the Mayor’s Challenge and other efforts. We also plan to continue to work closely and collaboratively with other government agencies and community partners to ensure that emerging, best and evidence-based practices are deployed to ensure the current and future needs of our community are met.

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2021 Executive Recommendations

As stated in my transmittal letter, since the federal government has not acted in providing sufficient disaster assistance to deal with the economic effects of the COVID-19 pandemic, the County is forced to reduce funding for essential services for the County Executive’s Office through a $530,000 reduction in salaries. In addition, there is reduced funding in the Office for the Aging’s contract agencies, which provide services such as, Foster Grandparents program, Ombudsmen program, senior wellness and counseling services that affect Suffolk County’s senior population. Reduced funding in is also included for the Youth Bureau for Community Services contract agencies, which provide services for youth advisory, counseling, sports programs, after school programs and recreational programs. If the County receives sufficient disaster assistance from the federal government, these cuts may be restored. The Constituent Response Unit was moved to Information Technology Services to consolidate all staff and activities of the 311-call center. Additionally, per resolution, 474-2020 staff has been moved from Public Works to the newly created Office of Central Procurement, under the County Executive’s Office, to maximize bargaining power, ensure purchasing controls and eliminate redundancies.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 9,689,235 10,458,923 9,834,019 10,452,088 9,976,852 9,976,852 Equipment 0 4,484 44 4,365 1,250 1,250 Supplies, Materials, & Other Expenses 618,311 692,848 696,371 700,313 684,680 684,680 Contractual Expenses 16,318,538 19,755,213 19,526,739 18,886,937 17,561,265 17,561,265 001 - General Fund Total 26,626,084 30,911,468 30,057,173 30,043,703 28,224,047 28,224,047 003 - Grants Fund Contractual Expenses 0 0 4,000,443 0 0 0 003 - Grants Fund Total 0 0 4,000,443 0 0 0 016 - Inter-Department Operation & Svc

Fund Personal Services 1,198,110 1,576,705 1,883,580 1,576,705 2,009,180 2,009,180 Equipment 28,843 30,000 5,750 30,000 750 750 Supplies, Materials, & Other Expenses 12,744 57,726 28,117 57,726 39,843 39,843 Contractual Expenses 219,959 351,043 226,245 351,043 1,118 1,118 016 - Inter-Department Operation & Svc 1,459,656 2,015,474 2,143,692 2,015,474 2,050,891 2,050,891 Fund Total 112 - Handicapped Parking Education Fund Supplies, Materials, & Other Expenses 0 100,000 0 100,000 100,000 100,000 112 - Handicapped Parking Education Fund 0 100,000 0 100,000 100,000 100,000 Total Grand Total 28,085,740 33,026,942 36,201,308 32,159,177 30,374,938 30,374,938

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County Executive

2021 Staffing

Fund Current Positions 27 2,252,825 25 1,969,410 25 1,969,410 Fund Total 27 2,252,825 25 1,969,410 25 1,969,410 Department Total 179 12,981,768 177 11,708,094 177 11,708,094

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Debt

Debt is the payment of the principal and interest on county borrowings. Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Contractual Expenses 758,111 650,000 720,000 750,000 774,500 774,500 Principal on Debt 88,393,149 91,140,443 91,049,098 89,932,767 90,622,095 90,622,095 Interest on Indebtedness 48,737,383 45,500,556 41,819,175 49,803,731 50,695,045 50,695,045 001 - General Fund Total 137,888,642 137,290,999 133,588,273 140,486,498 142,091,640 142,091,640 038 - Self Insurance Fund Principal on Debt 7,022,083 6,420,157 6,421,482 5,422,588 5,603,250 5,603,250 Interest on Indebtedness 2,071,634 2,141,472 2,119,718 1,920,173 2,057,881 2,057,881 038 - Self Insurance Fund Total 9,093,717 8,561,629 8,541,200 7,342,761 7,661,131 7,661,131 102 - Public Safety Comm Sys E-911 Fund Principal on Debt 191,653 210,862 210,862 223,086 223,086 223,086 Interest on Indebtedness 112,500 103,397 103,397 92,551 92,551 92,551 102 - Public Safety Comm Sys E-911 Fund 304,153 314,259 314,259 315,637 315,637 315,637 Total 115 - Police District Fund Principal on Debt 2,712,119 4,489,307 4,469,306 4,868,185 4,754,286 4,754,286 Interest on Indebtedness 1,024,415 1,311,734 1,311,734 1,432,224 1,360,650 1,360,650 115 - Police District Fund Total 3,736,534 5,801,041 5,781,040 6,300,409 6,114,936 6,114,936 133 - District Court Fund Principal on Debt 139,147 142,478 142,478 145,564 145,564 145,564 Interest on Indebtedness 60,123 55,179 55,179 50,074 50,074 50,074 133 - District Court Fund Total 199,270 197,657 197,657 195,638 195,638 195,638 136 - Traffic Violations Bureau Fund Principal on Debt 109,260 111,335 111,335 113,607 113,607 113,607 Interest on Indebtedness 68,544 65,013 65,013 61,411 61,411 61,411 136 - Traffic Violations Bureau Fund Total 177,804 176,348 176,348 175,018 175,018 175,018 201 - Sewer Dist #01 Port Jefferson Fund Principal on Debt 66,897 113,779 114,197 138,815 99,805 99,805 Interest on Indebtedness 22,671 57,078 50,231 83,401 53,667 53,667 201 - Sewer Dist #01 Port Jefferson Fund 89,568 170,857 164,428 222,216 153,472 153,472 Total 203 - Sewer Dist #03 Southwest Fund Contractual Expenses 145,122 107,550 142,550 103,300 201,500 201,500 Principal on Debt 6,001,479 6,378,392 6,379,690 6,575,744 6,425,862 6,425,862 Interest on Indebtedness 2,961,684 3,337,037 3,402,602 3,135,693 3,171,446 3,171,446

203 - Sewer Dist #03 Southwest Fund Total 9,108,285 9,822,979 9,924,842 9,814,737 9,798,808 9,798,808

205 - Sewer Dist #05 Strathmore-Hunt Fund Principal on Debt 166,616 171,606 171,606 174,993 174,993 174,993 Interest on Indebtedness 75,683 69,421 69,421 62,935 62,935 62,935 205 - Sewer Dist #05 Strathmore-Hunt Fund 242,299 241,027 241,027 237,928 237,928 237,928 Total 206 - Sewer Dist #06 Kings Park Fund Principal on Debt 39,073 51,387 51,491 64,900 72,824 72,824 Interest on Indebtedness 26,841 34,386 32,675 39,522 45,561 45,561

206 - Sewer Dist #06 Kings Park Fund Total 65,914 85,773 84,166 104,422 118,385 118,385

207 - Sewer Dist #07 Medford Fund Principal on Debt 272,046 362,194 362,925 458,584 380,218 380,218 Interest on Indebtedness 140,715 193,962 181,981 234,004 174,269 174,269

207 - Sewer Dist #07 Medford Fund Total 412,761 556,156 544,906 692,588 554,487 554,487

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Debt

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 209 - Sewer Dist #09 College Park Fund

Principal on Debt 67,237 68,562 68,562 70,125 70,125 70,125 Interest on Indebtedness 33,239 28,626 28,626 26,287 26,287 26,287 209 - Sewer Dist #09 College Park Fund 100,476 97,188 97,188 96,412 96,412 96,412 Total

210 - Sewer Dist #10 Stony Brook Fund

Principal on Debt 59,468 60,410 60,410 24,688 42,364 42,364 Interest on Indebtedness 17,327 12,821 12,821 10,967 24,441 24,441 210 - Sewer Dist #10 Stony Brook Fund 76,795 73,231 73,231 35,655 66,805 66,805 Total 211 - Sewer Dist #11 Selden Fund Principal on Debt 534,902 669,160 670,406 810,979 664,448 664,448 Interest on Indebtedness 240,545 334,926 314,498 397,460 285,767 285,767

211 - Sewer Dist #11 Selden Fund Total 775,447 1,004,086 984,904 1,208,439 950,215 950,215

212 - Sewer Dist #12 Birchwood/Holbrook

Fund Principal on Debt 0 44,024 44,422 91,817 61,628 61,628 Interest on Indebtedness 0 35,330 28,808 62,485 39,473 39,473 212 - Sewer Dist #12 Birchwood/Holbrook 0 79,354 73,230 154,302 101,101 101,101 Fund Total

213 - Sewer Dist #13 Wind Watch Fund Principal on Debt 14,115 14,308 14,308 14,532 14,532 14,532 Interest on Indebtedness 4,918 4,634 4,634 4,346 4,346 4,346 213 - Sewer Dist #13 Wind Watch Fund 19,033 18,942 18,942 18,878 18,878 18,878 Total 214 - Sewer Dist #14 Parkland Fund Principal on Debt 203,298 216,707 216,785 231,600 232,492 232,492 Interest on Indebtedness 82,551 82,828 81,545 81,175 81,856 81,856

214 - Sewer Dist #14 Parkland Fund Total 285,849 299,535 298,330 312,775 314,348 314,348

215 - Sewer Dist #15 Nob Hill Fund Principal on Debt 5,646 5,723 5,723 5,813 9,854 9,854 Interest on Indebtedness 1,967 1,854 1,854 1,739 4,819 4,819

215 - Sewer Dist #15 Nob Hill Fund Total 7,613 7,577 7,577 7,552 14,673 14,673

216 - Sewer Dist #16 Yaphank Municipal

Fund Principal on Debt 8,668 12,927 12,927 14,631 27,257 27,257 Interest on Indebtedness 6,784 11,709 11,709 9,746 19,380 19,380 216 - Sewer Dist #16 Yaphank Municipal 15,452 24,636 24,636 24,377 46,637 46,637 Fund Total

218 - Sewer Dist #18 Hauppauge Indus Fund

Contractual Expenses 62,836 60,862 60,862 58,874 58,874 58,874 Principal on Debt 3,418,952 3,577,363 3,485,969 3,570,936 3,586,087 3,586,087 Interest on Indebtedness 1,694,245 1,669,663 1,596,320 1,494,960 1,506,509 1,506,509 218 - Sewer Dist #18 Hauppauge Indus Fund 5,176,033 5,307,888 5,143,151 5,124,770 5,151,470 5,151,470 Total

220 - Sewer Dist #20 William Floyd Fund Principal on Debt 110,268 118,749 118,749 129,574 144,725 144,725

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Debt

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. Interest on Indebtedness 52,218 44,468 44,468 38,869 50,418 50,418 220 - Sewer Dist #20 William Floyd Fund 162,486 163,217 163,217 168,443 195,143 195,143 Total 221 - Sewer Dist #21 SUNY @ Stony Brook

Fund Principal on Debt 151,966 154,309 154,309 54,090 54,090 54,090 Interest on Indebtedness 40,642 30,607 30,607 26,121 26,121 26,121 221 - Sewer Dist #21 SUNY @ Stony Brook 192,608 184,916 184,916 80,211 80,211 80,211 Fund Total

223 - Sewer Dist #23 Coventry Manor Fund

Principal on Debt 51,513 52,667 52,667 53,972 53,972 53,972 Interest on Indebtedness 28,054 23,673 23,673 21,589 21,589 21,589 223 - Sewer Dist #23 Coventry Manor Fund 79,567 76,340 76,340 75,561 75,561 75,561 Total

261 - Sewer Maintenance & Operation Fund Principal on Debt 8,889 5,499 5,499 0 0 0 Interest on Indebtedness 719 275 275 0 0 0 261 - Sewer Maintenance & Operation Fund 9,608 5,774 5,774 0 0 0 Total 477 - SC Water Protection Fund Principal on Debt 10,176,054 10,550,709 10,550,709 11,011,040 11,011,040 11,011,040 Interest on Indebtedness 5,418,081 4,970,565 4,970,565 4,488,032 4,488,032 4,488,032 477 - SC Water Protection Fund Total 15,594,135 15,521,274 15,521,274 15,499,072 15,499,072 15,499,072 620 - Suffolk County Ball Park Fund Principal on Debt 136,096 0 0 0 0 0 Interest on Indebtedness 3,402 0 0 0 0 0

620 - Suffolk County Ball Park Fund Total 139,498 0 0 0 0 0

625 - F.S. Gabreski Airport Fund Principal on Debt 622,458 628,223 628,223 608,264 608,264 608,264 Interest on Indebtedness 247,125 221,942 221,942 196,992 196,992 196,992 625 - F.S. Gabreski Airport Fund Total 869,583 850,165 850,165 805,256 805,256 805,256 Grand Total 184,823,132 186,932,848 183,081,021 189,499,555 190,832,862 190,832,862

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1-36

District Attorney

Departmental Mission The mission of the District Attorney is to make the Suffolk County District Attorney’s Office a national model, to serve justice in each, and every case, and to make Suffolk County as safe as possible to live, work and raise a family.

Timothy D. Sini Department Description The Suffolk County District Attorney (DA) is in charge of prosecuting criminal offenses in the County of Suffolk. The District Attorney has recruited top talent to serve in the Office. The DA has restructured its office and enhanced its training program, invested in technology, and developed best practices to ensure the administration of justice and a culture of compliance with the highest ethical standards. Additionally, the DA created new Bureaus to address recent changes to the criminal procedure law and the public safety issues of our time, with a particular focus on the drug epidemic, gang and firearm violence, human trafficking, environmental crime, conviction integrity and public integrity. The District Attorney’s Office consists of the following sections:

 District Court Bureau  Enhanced Prosecution Bureau

 East End Bureau  Investigative Services Division

 Intake Bureau  Financial Investigations & Money Laundering Bureau

 Case Advisory Bureau  Public Integrity Bureau

 Major Crime Bureau  Conviction Integrity Bureau

 Child Abuse & Domestic Violence Bureau  Asset Forfeiture and Finance Bureau

 Vehicular Crime Bureau  Crime Strategies Unit

 Homicide Bureau  Electronic Surveillance Team

 Narcotics Bureau  Appeals & Training Bureau

 Special Narcotics Bureau

Activities and Accomplishments

 Safely transitioned the entire workforce to a digital, work-from-home model, by March 17, 2020. The personnel safely commenced the return to their physical workspaces in July, following best practices and 1-37

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safety protocols issued by the federal, state and local governments.

 Recruited the first class of new Assistant District Attorneys (ADA), which began in August 2019. The class consists of top law graduates from a multitude of law schools, reflecting the talent and diversity desired by the DA. Twenty three percent of all of the new hires self-identified as non-Caucasian. The new ADAs have commenced their careers in the Office by undergoing a rigorous training program newly developed by the Appeals & Training Bureau.

 Continues to enhance training throughout the Office. In 2019, the Office implemented more than 60 hours of internal training, a 600% increase from 2017, and has participated in more than 584 hours of external training. In light of the COVID-19 global health pandemic, the Office migrated its training program to digital applications, such as Zoom. In 2020, the Office implemented over 47 hours of internal training utilizing digital platforms.

 In 2020, the DA successfully launched a new case management program in partnership with the New York Prosecutors’ Training Institute, which allowed the Office to comply with the new discovery provisions enacted in January of 2020. The new system enables the DA to effectively manage its cases, and to produce discovery to defense counsel electronically through a cloud-based system. Moving forward, the new case management system will also allow the DA to perform sophisticated data analytics to effectively manage the Office’s operations.

 In 2020, the DA successfully launched a new 24/7 Bureau called the Intake Bureau, which works with police agencies in Suffolk County at the time of arrest, to ensure the sufficiency of accusatory instruments and the collection of all relevant evidence or discovery material at the onset of the case. This was essential for compliance with the new criminal procedure laws enacted in January 2020.

 The Office’s first ever Conviction Integrity Bureau, which exonerated a man who spent 33 years in prison for a murder he did not commit, has become a national model, receiving two competitive federal grants to further its work. The Conviction Integrity Bureau’s mission is to achieve and ensure justice by investigating claims of innocence, remedying identified wrongful convictions, and providing proactive support and recommendations to the Office to prevent wrongful convictions. In 2019, the DA was awarded two grants by the U.S. Department of Justice:

o A $574,060 two-year grant to assist the Office in its use of DNA technology in connection with the investigation of alleged wrongful convictions.

o A $275,000 two-year grant to support an innovative partnership between the Office's Conviction Integrity Bureau and the Post-Conviction Innocence Clinic of New York Law School. The grant will fund efforts by the Conviction Integrity Bureau and the Clinic to collaborate on review of wrongful conviction claims and any systemic issues identified because of that review.

 Continue to collaborate with a diverse array of organizations in furtherance of the DA’s mission, including all law enforcement agencies operating in the County at the local, state and federal level, as well as governmental, academic, research and not-for-profit organizations. Partnerships include:

o The National Guard and Brookhaven National Laboratory - to conduct data analysis.

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o High Intensity Drug Trafficking Areas (HIDTA) - to enhance the Office’s response to the drug epidemic.

o New York Law School’s Innocence Clinic - to assist the Office’s Conviction Integrity Bureau.

o Harvard University Kennedy School of Government – to develop and implement best practices relating to recruitment, promotion and retention.

o New York Prosecutors’ Training Institute - to offer training opportunities to the members of the Office, in connection with the new case management and electronic discovery system.

o The District Attorney’s Community Advisory Board - consisting of more than 40 community leaders and community-based organizations to assist the Office in community engagement and collaboration.

o The District Attorney’s Labor Advisory Board - consisting of members of organized labor and governmental agencies to assist the Office in preventing and detecting crimes against Suffolk County workers.

o Long Island Council on Alcoholism and Drug Dependence (“LICADD”) - in connection with the Office’s diversion programs.

o United States Attorney’s Offices (USAO) for the Eastern District of New York and the Southern District of New York by which the USAOs cross designate Assistant District Attorneys as Special Assistant United States Attorneys, in order to effectively collaborate with our federal partners and prosecute cases in the most appropriate forum, whether in state or federal court

 Continued the DA’s commitment to community engagement and outreach, despite the global pandemic. The Office continued to offer a number of community outreach programs, including the Choices & Consequences program and prevention and education programs relating to gangs, teen dating violence, internet safety, the financial exploitation of senior citizens and more. Additionally, beginning in April of 2020, the DA commenced weekly virtual town hall meetings, in light of the global pandemic, during which the he discussed issues relating to the Office and its mission, the pandemic and the criminal justice system, and fielded questions from members of the public.

 Invested in diversion and treatment programs to divert offenders who suffer from substance use disorder into treatment. For example, in 2018, the Office, in collaboration with the courts and the defense bar, created the CARE program, whereby the DA agrees to the dismissal and sealing of cases of non-violent, low-level drug offenders in the event that they meaningfully engage in treatment. In 2020, the Office created a new diversion program called “DOORS,” which is a partnership with the Long Island Council on Alcoholism and Drug Dependency, whereby members of the Office are able to refer individuals suffering from substance use disorder to LICADD for counseling and treatment referral.

 Tasked the newly created Special Narcotics Bureau with the pursuit of high-level drug traffickers 1-39

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through long-term eavesdropping investigations. The new Bureau executed 141 such warrants to- date, which led to the seizure of approximately 65 kilograms of narcotics and over 22 indictments of dozens of significant drug dealers, including 28 major traffickers – making the Office a State leader on this front.

 In collaboration with the Drug Enforcement Administration (DEA) and other law enforcement partners, the DA completed one of the largest MS-13 takedowns in our nation’s history, involving over 300 arrests worldwide, 96 defendants indicted in Suffolk County, and over 200 wiretaps. The investigation resulted in the foiling of more than 10 murder plots at the hands of MS-13 in Suffolk County and a devastating blow to the gang’s leadership here and abroad.

 The Enhanced Prosecution Bureau (“EPB”) doubled down on its effort to remove dangerous guns from our communities. In 2019 and in 2020, law enforcement seized well over 200 illegal firearms in connection with the DA’s prosecutions.

 Shifted the paradigm for victims of human trafficking and are treating them as true victims and connecting them with the services they need to break the cycle of violence, while building significant investigations and prosecutions against the perpetrators. This has been accomplished by the DA’s collaboration with not-for-profit organizations, the Suffolk County Police Department, the FBI and the courts. Through June 2020, the Office has continued to increase the number of human trafficking charges compared to the same period prior to 2018.

 The Enhanced Prosecution Bureau continues to investigate environmental crimes occurring in Suffolk County, including bringing the largest illegal dumping case in the State’s history - a 160-count indictment and the arrest of over 30 defendants and corporations, resulting in upstate imprisonment for one of the brokers in the criminal enterprise. In 2019, the Office convened a Special Grand Jury to address issues relating to illegal dumping and other environmental crimes and issued a comprehensive report regarding how to provide law enforcement with the necessary tools to effectively investigate and prosecute, and thereby prevent, environmental crimes.

 The DA continues to prioritize the safety of our roadways by ensuring the quality of the Office’s motor vehicle crash investigations. This has been accomplished by ensuring that an Assistant District Attorney in the Vehicular Crime Bureau (“VCB”) is available 24/7 to respond to Crime scenes and provide critical advice and support early on in the investigation. On average, each VCB assistant is on call for two months of the year. For example, in 2019 VCB responded to 15% more crime scenes involving serious physical injury and death than in 2018. Additionally, already in 2020, despite the COVID pandemic, there has been a 14% increase in the amount of communication between VCB and members of law enforcement, related to motor vehicle crashes involving serious injuries or death than in 2019. All of this has resulted in the initiation of significant prosecutions from VCB.

 Continue to tackle financial crimes to return millions of dollars stolen from taxpayers, which is a top priority of the Office. As of June 21, 2020, the Financial Investigations & Money Laundering Bureau secured approximately 55 indictments, 139 Superior Court Information, and opened 323 investigations. In 2019, the Bureau recovered $3,570,468 million in up-front tax restitution (approximately $1.19 million as restitution returned directly to the County, as Sales Tax reimbursements), $271,837 in restitution to motor vehicle theft victims and insurance companies,

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$140,422 to the State Insurance Fund, $368,715 to the Suffolk County Department of Social Services, and $321,991 to the State Department of Labor.

 As a result of the Office’s efforts, and the outstanding work of the department’s law enforcement partners, crime rates in Suffolk County are on pace to decrease to a new historic low, despite increasing crime rates in other parts of the region and country. Goals and Initiatives The DA will remain focused on accomplishing its mission of making the Office a national model, seeking justice in each and every case, and ensuring that Suffolk County remains one of the safest large counties in the United States. The Office will continue to ensure compliance with the sweeping changes to the criminal procedure law, which took effect in January 2020. Several initiatives are slated to launch related to diversity in our workforce, data analytics, community engagement, training, diversion programs, and hate crime. The DA will continue to implement best practices to ensure the safe return of its workforce to the Office’s physical locations. With the plan for grand jurors to return in July 2020, the Office will develop and implement strategies to eliminate the backlog of felony cases that occured since the suspension of grand juries in March 2020. Finally, the DA will remain vigilant in adapting to any change in circumstances relating to the COVID- 19 global pandemic with the goal of ensuring the safety of our workforce, while accomplishing the Office’s mission for the residents of Suffolk County.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 35,588,582 40,517,718 38,209,453 39,805,329 36,949,428 36,949,428 Equipment 18,259 90,000 90,000 22,500 22,500 22,500 Supplies, Materials, & Other Expenses 950,583 1,474,430 1,011,594 828,576 828,576 828,576 Contractual Expenses 1,368,066 1,704,857 1,634,857 989,857 989,857 989,857 001 - General Fund Total 37,925,490 43,787,005 40,945,904 41,646,262 38,790,361 38,790,361 003 - Grants Fund Personal Services 2,649,656 0 2,618,155 0 0 0 Equipment 0 0 503,462 0 0 0 Supplies, Materials, & Other Expenses 7,516 0 21,826 0 0 0 Contractual Expenses 69,502 0 717,203 0 0 0 Employee Benefits 297,061 0 198,636 0 0 0 Interfund Transfers 186,589 0 129,489 0 0 0 003 - Grants Fund Total 3,210,324 0 4,188,771 0 0 0 Grand Total 41,135,814 43,787,005 45,134,675 41,646,262 38,790,361 38,790,361

2021 Staffing

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Economic Development and Planning

Departmental Mission Suffolk County’s Department of Economic Development and Planning aims to foster a comprehensive understanding of how to grow, improve, and conserve Suffolk County’s amazing resources within both the built and natural environments. The department’s goal is to implement initiatives and projects to realize a Suffolk County that is modern and sustainable, where ambition, quality of life and economic growth thrive. The department achieves this goal through a variety of initiatives: fostering transformative capital projects, assisting business and industry prosperity. facilitating redevelopment of underutilized parcels, preserving open space and farmland, funding water quality and sustainability improvements, funding planning for and implementation of community improvement opportunities, serving as a catalyst to address the issue of youth retention

Department Description Economic Development and Planning is comprised of six divisions: Downtown and Transit-Oriented Development, Planning and Environment, Real Property Acquisition and Management, Business Development and Communications, Aviation, and Finance and Administration, which complement each other and support the County’s vision of creating economic growth and sustained prosperity for Suffolk County residents. Downtown and Transit-Oriented Development Division - Focuses on creation of a thriving and sustainable economy, supported by vibrant Transit Oriented Developments (TODs), and a transportation system with connectivity to critical hubs of business and research, and a variety of housing options to support the next generation of well-educated, well-trained employees. The Downtown and Transit-Oriented Development Division is resourceful in pursuing grant funding opportunities for the County, as well as in providing strategic direction for towns, villages, civics and other organizations in pursuing grant funding for economic development projects. Coordinates closely with the other Department Divisions, to take the lead in facilitating vibrant communities, where residents and businesses can thrive. The following lists some of the initiatives and programs managed by the Division: Connect Long Island; iZone; Jumpstart Suffolk; and the Regional Planning Alliance Planning and Environment Division - Provides countywide and regional planning, as well as professional technical services and information to the County Executive, the Legislature, the Planning Commission, the Council on Environmental Quality, the Farmland Committee, other County departments and agencies, other municipalities (towns, villages, school districts, etc.), civic and non-profit entities, the private sector, and the public at large. Protection of water, open space and farmland complement and enhance the Department’s efforts to target development to downtown areas and provide transportation connectivity throughout the County. The following includes some of the initiatives and programs managed by the Division:

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• Regional Planning – Zoning • Demographic and Economic Research • Services to Municipalities/Training • Site Plan and Subdivision Referrals • Suffolk County Landbank • Supports Statutory Boards • Open Space Planning • Water Quality Protection and Restoration (Fund 477) • Farmland Preservation Program • Reclaim Our Water • Geographic Information Systems • Aquaculture Lease Program • Geographic Information Systems Sewer Infrastructure Funding Real Property Acquisition and Management - Is responsible for acquiring, maintaining, and disposing of all surplus County real property. The Division provides services related to real property for the executive and legislative branches of County government; generating revenues for the County; and controlling expenses pertaining to the maintenance of County-owned property. The Division also administers the County’s Affordable Housing and Community Development programs. The following includes the some of the initiatives and programs managed by the Division:

• Administer and Manage County Property • Development Rights Acquisition • Surplus Property Public Auction • Open Space Acquisition • Affordable Housing 72-H Program • Down Payment Assistance Program • Neighborhood Stabilization Program (Fund 351) • Community Development Block Grant • Workforce Housing Land Acquisition Subsidy Program • Employer Assisted Housing Program • Workforce Housing Infrastructure Subsidy Program Business Development and Communications – Is responsible for facilitating existing industry and growth, fostering new industry development and business recruitment and providing communications, intergovernmental relations, and community outreach support services for the entire department. Some of the activities managed by the division include:

• Agriculture and Fishing Industry Advocacy • Business Development • Foreign Trade Zone • Clean Energy and Climate Action • Tourism and Marketing (Fund 192) • Community Outreach and Engagement • Press, Social Media and Communications Management • Intergovernmental Relations • Cultural Arts and Film (Fund 192) Industry Advocacy Aviation – The County owned Gabreski airport is managed via the Department of Economic Development and Planning. Department staff oversee all aspects of daily operations, revenue generation, maintenance, federal compliance, and liaising with various partners and stakeholders. Finance and Administration – Is responsible for overseeing all finance and administration activities for the department. Activities managed include:

• Capital and Operating Budget Development • Audit Management • Invoice, Revenue and Expense Processing • Contracts Management • Liaising with the Budget Office and Comptroller’s Office • Human Resource Management Support Activities and Accomplishments Connect Long Island and iZone (https://connectli.org/) - The Downtown and Transit-Oriented Development Division works to implement Connect Long Island, a comprehensive regional transportation and development plan that facilitates an innovation economy and sustainable growth by supporting TODs and building a modern transportation infrastructure. Connect Long Island seeks to connect development with our region’s major 1-45

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research and educational institutions, as well as innovation areas for emerging high-tech companies. The Long Island Innovation Zone, or iZone, which is centered on the Nicolls Road Corridor and combines all the major elements of Connect Long Island, demonstrating how these elements can combat the “brain drain” and make our region a competitive option for the highly skilled workers needed to build and sustain an innovation economy.

 Major transportation projects that are currently in the planning or construction phases include:

o Advancement of the Nicolls Road Multimodal Bus Rapid Transit (BRT) and Bike Hike/Multi-Use Corridor

o Project development of the Route 110 BRT

o Development of a Countywide Hike and Bike Master Plan

o Relocation of the Yaphank Long Island Rail Road (LIRR) station to Brookhaven National Lab

o Creation of a plane-to-train connection between the Town of Islip’s Long Island MacArthur Airport and the Ronkonkoma Train Station

o Continued implementation of Mobility-as-a-Service alternatives

 Transit Oriented Developments are progressing across the County in areas, including Wyandanch, Amityville, Ronkonkoma, Heartland at Brentwood, Riverhead, Riverside, Copiague, Huntington Station, The Boulevard at Yaphank, East Farmingdale, Lindenhurst and Patchogue. Jumpstart Suffolk - The Downtown and Transit-Oriented Development Division staff works with towns and villages throughout the County to identify projects and infrastructure improvements supporting new TODs, and the revitalization of existing downtowns. The Division has awarded over $14.3 million since the program began in 2013. Regional Planning Alliance - In order to implement the goals and priorities outlined in the Suffolk County Comprehensive Master Plan 2035 (SCCMP 2035) and advance Projects of Regional Significance, a Regional Planning Alliance program has been established to increase communication and coordination between the Downtown and Transit-Oriented Development Division and municipal partners in the region. This program created an efficient process for securing professional planning services needed to support the work of the County and these planning alliances. Regional Planning Alliance agreements have been, or are in process with the Village of Port Jefferson, Village of Patchogue, and the towns of Huntington and Babylon. Transit Oriented Development and Mixed Use Design Planning - Downtown and Transit-Oriented Development Division staff work with world-renowned and respected firms to advance Projects of Regional Significance throughout the County, including Wyandanch, Ronkonkoma, and Brookhaven National Laboratory. In addition, the County’s Master Neighborhood Design Planning consultants are made available to municipalities, as a resource to support regional and community-based planning efforts when local communities are planning for TODs and neighborhood enhancements. Transportation Planning – The Downtown and Transit-Oriented Development Division staff retained a Master Transportation Planning consultant to identify improvements to our local transit system and 1-46

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transportation network. Prior efforts have included assisting the County in identifying ways to address transit implementation and mobility challenges, increasing costs for providing high-quality transit service, and integration with local land use planning and the SCCMP 2035 - “Framework for the Future”. Downtown Revitalization - The Downtown and Transit-Oriented Development Division administers the Downtown Revitalization (DTR) program on behalf of the Suffolk County Legislature. The DTR program leverages private and municipal funding to redevelop, revitalize and enhance downtowns throughout Suffolk County. Investing in downtowns improves visitors’ experience, promotes economic growth, and supports sales tax revenue generation. Over $32 million has been awarded since the program’s inception in 1997. In 2019, (Round 17), nearly $500,000 was awarded to 11 projects located in the Villages of East Hampton, Lindenhurst, Port Jefferson, Brightwaters, and Sag Harbor, and within the Towns of Babylon, Huntington, Islip, Riverhead, Southampton and Southold. Community Outreach and Engagement – The Economic Development and Planning staff engage Towns, Villages, Community organizations and developers to help enhance communities and to make government more responsive to individual and local community needs. Tourism and Marketing - The Business Development and Communications Division is responsible for the County’s tourism marketing efforts, to increase visitor expenditures and sales tax revenues. This unit manages the County's $2 million tourism promotion contract and provides direction to the official tourism promotion agency, which represents a $5.9 billion industry on Long Island and employs nearly 44,000 people in Suffolk County alone. Arts, Tourism and Film Production - The Cultural Affairs and Film Unit supports the economy through the elevation of arts and film. “Destination Downtown,” the creative place-making initiative, which complements the County’s TOD agenda, awarded two $25,000 grants in 2019. Cultural competitive grants were awarded to 22 projects totaling $114,804. The Cultural Affairs website provides grant information and contact information for cultural, arts, film and multi-media organizations. The Unit assisted over 200 film productions/inquiries in 2019 and two film exhibition series were funded. More than 100 attended the 6th Annual Industry Mixer during the Hamptons International Film Festival, which the Unit hosted. The Unit continued its popular First Exposure program, which screens the best of High School Students short films at the Cinema Arts Centre. The Unit continues to increase the County’s public presence in the media industry via web improvements, social media and networking, making it easier for filmmakers to find locations and resources at www.suffolkcountyfilmcommission.com. Business Development - The Business Development and Communications Division works closely with the Suffolk County Industrial Development Agency (IDA). The IDA utilized its incentives to close on 12 projects in 2019, leveraging more than $80 million of private capital investment and the creation or retention of 3,350 jobs with an annual payroll of approximately $390 million and an average salary of nearly $116,000. Business development staff counseled hundreds of start-up and growing businesses, including Minority, Women, Disabled and Veteran-owned businesses, as well as new and growing clean energy companies. Clean Energy and Climate Action Coordination - Suffolk County achieved Silver status (the highest available) in the NYS Department of Environmental Conservation’s Climate Smart Communities program, making it the 3rd and by far largest municipality in New York State to achieve the Silver designation. The Gabreski Solar project was completed in 2019, beginning the annual lease payments of $186,000 for the airport and generating 4.2 MW of clean energy into the LIPA grid. The Unit collaborates with state agencies; utilities; universities and colleges to offer Women in Energy events; two programs in 2019 attracted 250 attendees. The Unit collaborates with Public Works on energy efficiency and use of renewables in County 1-47

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buildings and on greening the fleet. Preparing for the debut of Offshore Wind energy in the region, the Unit continues to coordinate with New York State Energy Research and Development Authority (NYSERDA) and offshore wind developers, as well as local companies and stakeholders. Foreign Trade Zone No. 52 - The Business Development and Communications Division administers and promotes Foreign Trade Zone (FTZ) No. 52, which encourages U.S. commerce by allowing delayed, reduced, or the elimination of duty payments on foreign merchandise in the zone, as well as other savings. Foreign or domestic merchandise may enter the magnet site located within MacArthur Airport in Islip, or at a usage driven FTZ site at an individual business location. Suffolk County is the zone grantee of FTZ#52, and sponsors FTZ applicants, which operate under the supervision of the United States Customs and Border Protection. Total value of shipments passing through FTZ#52 was $11.5 million in 2019. Agriculture and Fishing - Business Development and Communications Division staff coordinate with the Planning and Environment Division on all farm-related matters, including administration of the Suffolk County Farmland Preservation Program. The “Suffolk County Agricultural Stewardship Plan” supplements the County Executive’s “Reclaim Our Water” initiative by ensuring that local agricultural operations are taking steps to protect soils and vital ground and surface waters. This Plan helped secure $1.2 million in federal grant funding from the United States Department of Agriculture’s – National Resources and Conservation Service (USDA’s NRCS) to help farmers implement best management practices. The Department’s “Craft Beverage Industry” website https://www.suffolkcountyny.gov/Business/Craft-Beverage-Industry) helps new and existing craft beverage companies secure economic development assistance and helps start-ups navigate the local regulatory environment. The Division worked with shellfish farmers in 2019, to waive fees and streamline Health Department permitting processes for shellfish farmers to operate at temporary events and expand their direct retail opportunities. In 2018, the Division launched “Choose LI – Local and Independent”, (https://chooseli.org), a collaborative initiative to raise awareness, advocate and inspire the community to support local and independent businesses by spending 10% of their weekly food allowance on local and seasonal food goods across Suffolk County, Long Island. Over 100 “Choose LI” signs were distributed to Long Island farmers for display and promotion at the 2020 Long Island Agricultural Forum. “Choose LI” served an important role promoting local food including fish, shellfish aquaculture, and agriculture during the COVID health and economic crisis. The “Agriculture and Fishing E-Newsletter” reaches over 2,300 individuals interested in agricultural and fishing economic opportunities and recreational experiences in Suffolk County. Gabreski Airport - The department’s Aviation Unit manages the planning, development, and operations at Francis S. Gabreski Airport. Aircraft operations and noise complaints increased by 9% and 7%, respectively in 2019. International arrivals increased by 6% to 312, compared to 300 in the previous year. Revenue generated primarily through leased property and aircraft landing fees totaled $3.2 million, a decrease of about 1% or $42,000. The reduction corresponds to a 1% decrease in corporate jet traffic and association revenue over the same period. Total expenses decreased by $36,862 or 1%. Net income remained positive at $542,380 in 2019. The outlook for 2020 also appears to be positive based on revenue collected through May 31, 2020. Construction was completed on the third of ten buildings in the airport industrial park. Planning studies for airport obstructions and replacement of the air traffic control tower, both funded by 95% grant from the Federal Aviation Administration and NYS DOT were started near the end of 2019 and are expected to be completed in 2020. Finance and Administration - In an effort to achieve greater efficiencies, EDP developed an Excel-based application, using Visual Basic for Applications (VBA) for the Community Development Division to automate their accounting and reporting, to assist in creating a broader reporting application for the Department’s State

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grants. Additionally, an excel application was developed to view and report on the status of Omnibus contracts and historic awards. The Finance and Administration Division processed over 3,400 requests for payment during 2019. Regional Planning - “Framework for the Future - Suffolk County Comprehensive Plan 2035” identifies policies and initiatives that will provide the foundation for sustainable growth of communities in the County, and encourage economic development that will help to retain and attract businesses and create jobs for County residents. This is Suffolk County’s second comprehensive plan, which replaces the first regional plan adopted in 1970. The Department is currently engaged in several regional initiatives, including the development of a regional Blueway. Planning Services to Municipalities - The Department regularly provides a wide range of services to the ten towns and 32 villages of the County, including technical assistance, research, mapping, planning services, land use and environmental analysis, open space planning, and consulting services. The Division of Planning and Environment handles more than 1,000 municipal zoning and subdivision referrals each year. The Division also offers training to municipal planning and zoning officials through the Suffolk County Planning Federation. Supports Statutory Boards - The Division of Planning and Environment provides services to the Suffolk County Planning Commission, the Council on Environmental Quality, the Farmland Committee, the Agricultural and Farmland Protection Board, the Aquaculture Lease Board, as well as many ad hoc committees as directed by the County Executive and the Legislature. The Division administers the Environmental Trust Review Board, the Sewer Infrastructure Committee, and provides support to Suffolk County Landbank. Reclaim Our Water – An initiative, which is a prime focus of the County Executive, improving water quality is achieved through a multi-tiered approach. The Division of Planning and Environment is part of a team that released the 2020 Subwatershed Wastewater Plan, Countywide Wastewater District Feasibility Study, and real estate valuation study for advanced wastewater treatment and sewers. EDP staff authored key sections and performance metrics in the aforementioned reports. In 2016, the County passed legislation that created a new Article of the Suffolk County Sanitary Code (Article 19, “Management of Innovative and Alternative Onsite Wastewater Treatment Systems”). Article 19 established Health Services as the Responsible Management Entity (RME) to monitor and oversee the installation, registration, and operation and maintenance (O&M) of all Innovative and Alternative Onsite Wastewater Treatment Systems (I/A OWTS) in Suffolk County Between 2014 and 2018, Suffolk County piloted 16 advanced wastewater treatment technologies in 45 homes that were awarded free wastewater treatment systems. In 2017, the County Legislature approved the Septic Improvement Program (SIP), which provides grants to make voluntary replacements of cesspools and septic systems with new innovative alternative technologies affordable for homeowners. As of May 1, 2020, 1,534 property owners have applied and 418 advanced nitrogen reducing systems have been installed as part of the Septic Improvement Program. Another 250 installations are currently pending. In addition, more than 520 state-of-the- art nitrogen reducing septic systems have been installed outside of the grant program throughout the County. In early 2018, the State awarded the County $10 million in Septic System Replacement Funds toward this grant program. As of May 1, 2020 over $3.7 million in County funding and almost $3.2 million in state funds have been expended as part of the program. In 2017, the County Legislature approved changes to the Suffolk County Sanitary Code to ban the in-kind replacement of cesspools effective July 1, 2019. The County’s Reclaim Our Water initiative continues to advance the use of Innovative and Alternative Onsite Wastewater Treatment Systems as an alternative to cesspools and septic systems in areas where sewering is not a practical or cost-effective alternative. Along with the Center for Clean Water Technology at Stony Brook

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University, the County piloted three versions of an experimental non-proprietary Nitrogen Reducing Biofilter on County-owned Park’s properties. Water Quality Protection and Restoration (477) - The Water Quality Improvement Unit within the Division of Planning and Environment is charged with the supervision, administration and implementation of the Water Quality Protection and Restoration Program (WQPRP) and Land Stewardship Initiatives, under Section 12-2(B) of the Suffolk County Charter. The Unit’s mission is to protect and maintain the quality and integrity of Suffolk County’s natural resources to protect ground and surface waters, to support projects to remediate degraded surface waters, to support land stewardship initiatives and to support the restoration of critical wetlands habitats. The Division administers the “Enhanced Water Quality Protection” funding program pursuant to Local Law No. 31- 2014. In 2020, the Unit is administering 60 enhanced WQPRP and ongoing WQPRP projects. In addition, the Unit supports the County’s pesticide phase out law, Chairs the Pesticide CAC, and implements the County’s nitrogen fertilizer reduction initiative. This Unit also secures and administers grant funding from federal and state sources, for wetlands restoration. Suffolk County Landbank - Over the years, Suffolk County has identified 133 parcels, representing 291 acres, as potential Brownfield sites with outstanding tax liens in excess of $35 million. Under the Suffolk County Tax Act, liens cannot be sold for less than the lien amount. The Suffolk County Landbank Corporation can facilitate the revitalization of these liens-burdened properties and has generated more than $7 million in back taxes owed to the County, and has been successful in the development of a MOU with the New York State Department of Environmental Conservation and the Oil Spill Fund. This allowed for the transfer of 12 brownfield properties and another six pending sale, back to the private sector for cleanup and redevelopment, generating $383,581 in annual taxes. The Department, which secured several million dollars in grant funding to facilitate the redevelopment of zombie homes, also provides technical staff support to the Suffolk County Landbank. Open Space Planning & Farmland Preservation - The County’s open space and agriculture are vibrant parts of Long Island’s tourism economy. According to the most recent U.S. Census of Agriculture, the County has more than 30,000 acres of active farmland. The County has a significant agricultural sector, with production valued at $226 million in 2017, ranking fourth highest out of 62 counties in the State. In 2017, farms in the County averaged $7,511 in agricultural sales per acre of farmland, approximately ten times the State average. Between 2012 and 2017, direct food sales at farm stands and farmers markets increased 209% to $27.7 million. In 2015, the County updated its Agricultural and Farmland Protection Plan, which aims to support public policy to protect, encourage and sustain agriculture in the County. The County also participates in the New York State Department of Agriculture and Markets’ Agricultural District Program. This program is based on a combination of landowner incentives and protections designed to encourage the continued use of farmland for agricultural production and forestall the conversion of farmland to non-agricultural uses. The Division of Planning and Environment is responsible for much of the planning functions associated with the County’s Open Space and Farmland Protection programs and has helped to preserve 45,000 acres of open space and 10,942 acres of farmland in Suffolk County. Staff maintains a master list, processes open space requests, reviews all proposed open space and farmland Purchases of Development Rights (PDRs) and prepares through its rating system and presents to the Legislature for their decision to acquire open space and farmland PDR’s throughout the County. The Unit secured a grant from the USDA’s NRCS to acquire, in partnership with the NRCS, 20 parcels of land for floodplain protection in the Mastic/Shirley Conservation Area, as part of the Hurricane Sandy Emergency Watershed Protection Program. Environmental Planning/Aquaculture - The Environmental Planning/Aquaculture Unit is engaged in several significant projects that affect the marine and coastal environment of Suffolk County. The Unit is responsible for the implementation and administration of the Suffolk County Shellfish Aquaculture Lease Program (SCALP) in Peconic Bay and Gardiners Bay and is currently conducting a 10-Year Review of the Aquaculture Lease Program. 1-50

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As of April 2020, there are 61 shellfish aquaculture leases in place, which cover 840 acres of County-owned underwater lands. Conservatively applying the RIMS II multipliers to the annual market value of shellfish cultivated on acres leased through the SCALP shows an increase in total economic output annually of $7.6 million in earnings (wages, salaries, income) of $2.5 million, in jobs of 105, and in value added (gross regional product) of $3.4 million. For the seven-year period 2012-2019, the total market value generated from shellfish cultivated in the SCALP is estimated to be $30.1 million, while total economic output due to SCALP is estimated at $53.2 million. The continued growth of shellfish farming on leases issued under the program contributes to the marine-related economy on the East End, and the improvement of water quality in the Peconic Estuary, at little or no cost to the public. In 2018, the New York State Department of Agriculture and Markets approved the inclusion of 25,729 acres of underwater lands associated with the County’s Aquaculture Lease Program.

 Secured 477 funding to explore feasibility of kelp production, as a complementary activity to generate economic activity and boost water quality. This Unit is responsible for developing and implementing the newly established Suffolk County Seaweed Cultivation Pilot Program.

 Completed the Mud Creek Watershed Aquatic Ecosystem Restoration Study and secured the largest grant awarded on Long Island through the NYS Consolidated Funding Application process in 2016 to construct this project, which involves restoration of a former duck farm located in Mud Creek County Park. This Unit is coordinating with the Parks and Public Works departments to advance the project. GIS - The GIS Unit within the Division of Planning and Environmental supports the GIS and mapping needs of many County departments and the Suffolk County Legislature. This Unit responded to nearly 200 requests for maps from departments, boards and municipalities in 2019. Administer and Manage County Property- The goal of the division is to transfer, sell or otherwise dispose of County surplus property. The October 2019 Auction of County-Owned surplus property sold 159 properties for sales of over $14 million. Additionally, direct sales to adjoining property owners produced a total of $77,350. Disposition of County surplus property produced sales to municipalities totaling $15,189 in 2019

 In 2019, the division remitted payments to the Comptroller of $22.3 million with net revenues of $7.5 million. As of April 30, 2020, the total 2020 payments to the Comptroller was $4.7 million, with net revenues of $1.5 million. The Finance/ Personnel Unit maintains a Trust & Agency Escrow of over $4.1 million for auction sales and redemptions for which deeds have yet to be conveyed.

 The Inventory Unit manages over 2,000 properties acquired through the non-payment of taxes. In 2019, 223 Tax Deed properties were acquired and 3,367 inspections were made. Additionally, this unit inspected farmlands for the verification of surveys, and compliance and enforcement of the County’s interests and rights. The unit enters into and manages license agreements for the County’s tax deed surplus properties.

 The Abstract Unit researches the history of properties and prepares title abstracts. In 2019, the unit prepared 371 standard procedure title reports and completed 1,658 special projects. Additionally, the unit recorded 56 documents in the County Clerk’s office for Economic Development and Planning and other County agencies in 2019.

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 The Redemption Unit helps reimburse the County through the collection of tax arrears, as part of the process that assists prior owners with the redemption of their property under LL 16-1976 and Section 215 of New York State County Law. In 2019, the Redemption Unit received $6.67 million for redemption deeds conveyed and an additional $38,500 in redemption fees. Thus far, in 2020, the Redemption Unit received $1.76 million for redemption deeds conveyed and an additional $4,400 in redemption fees. Storm Recovery - The Division of Real Property Acquisition and Management is diligently working on the Fire Island Moriches Inlet (FIMI) Hurricane & Storm Damage Reduction Project alongside the NYSDEC and the US Army Corps of Engineers (ACOE). The County is coordinating the purchase of 420 easements and homes to allow ACOE to construct a dune to protect Fire Island and the south shore of Long Island. As of April 30, 2020, the Division has closed 183 easements, ten fees acquisitions, 32 deed agreements, three access agreements and has 209 contracts signed. Emergency Watershed Protection Program-Floodplain Easements (EWPP-FPE) - The Division of Real Property Acquisition and Management is diligently working on the EWPP-FPE program with the USDA’s NRCS on the purchase of conservation easements by NRCS and the purchase of the underlying fee by Suffolk County for a wetland restoration project funded by NRCS. Appraisals were done on 58 parcels, with 25 accepted offers to move forward. The Division has closed on all but four parcels in the NRCS program. Community Development Office - Uses various federal grant funds to carry out community development activities in partnership with local municipalities, non-profit organizations and for profit organizations. Activities focus on providing decent, affordable housing, suitable living environments, improved community facilities and services community revitalization and the removal of blight.

 The Down Payment Program Unit provided funding for 33 low-to-moderate income households to obtain home ownership. The Community Development Office funds new homebuyer units throughout the areas covered by, and included in, the Suffolk County HOME Investment Partnerships Program (HOME) consortium area to provide affordable homeownership opportunities for low-to-moderate income purchasers.

 The Community Development Block Grant Unit managed the implementation of more than 40 Community Development Block Grant projects for fiscal year 2019 Projects, which include construction and rehabilitation of parks, streets, sidewalks, community and senior centers, public services, and handicap accessibility areas. Acquisitions - This unit focuses on appraising, acquiring and administering property acquired for the Open Space Preservation Program - 2019, the Division acquired 46 parcels amounting to 102.3 acres, for an investment of $8,704,268, with no municipal partnerships. 27.65 acres were purchased using $2,103,536 of New PayGo ¼% DWPP for open space along with $1,960,125 of 12.5.E Babylon funds

 An additional 21 acres were purchased for a total $5,292,849 using the ¼% Enhanced Drinking Water Protection Program.

 Farmland Preservation Program - The division purchased 46.3 acres of farmland PDR for a total of $3,484,768 using New PayGo ¼% DWPP farmland funds.

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1 Drinking Water Protection Program - Is funded directly by the /4% sales tax revenue through a Pay-As- You-Go project. To date, $120.3 million is appropriated, which represents the actual sales tax, realized for 2008 - 2019 for the land acquisition program.

 From January 1, 2020 through May 31, 2020 the Division acquired 93 acres for an investment of $3,832,028. Over 504 acres and over $39 million are either, encumbered or dedicated, for acquisition of identified parcels. Affordable Housing - The Affordable Housing Unit manages and administers the County’s affordable multi- housing grant programs, 72-H affordable housing transfers, veteran affordable housing transfer program and the workforce housing transfer of development rights program. In 2019, the County approved three (3) multi- family housing developments, Matinecock Court, Vineyard View and Port Jefferson Station Apartments, which will collectively receive $3,790,000 in infrastructure improvement funds upon completion of construction, creating homes for 273 individuals and/or families. This will have 195 affordable rental units and four affordable homeownership units for residents earning at or below 80% of the HUD-established area median income. The County also provided funding for the development of Bay Shore Senior Residence in an amount of $1,500,000 in land acquisition funds, creating homes for 75 families and/or individuals;74 of which will be affordable rental units for residents earning at or below 80% of the HUD-established area median income. In 2019, construction was completed on nine (9) parcels previously transferred to municipalities through the 72-H Affordable Housing Transfer program, and are now occupied by qualified individuals and their families. Moreover, construction was completed on two (2) parcels that were previously transferred through the Veterans Affordable Housing Transfer program and are currently occupied, providing three (3) veterans and their families homes. In 2019, the County transferred 5.24 Workforce Housing Development Rights to a development of 38 rental units, restricting six (6) rental units to be affordable in perpetuity, through the Workforce Housing Transfer of Development Right program. Goals and Initiatives The Department, under the direction of the County Executive, will continue to advance critical economic development projects such as Ronkonkoma Hub and Ronkonkoma South, Wyandanch Rising, Nicolls Road BRT, and Sewer Infrastructure with a goal of maintaining talent and spurring economic growth. The department's plans for 2021 include the advancement of the next phase of the Suffolk County Hike and Bike Master Plan, which will develop new bike and trail connections and infrastructure recommendations to improve bicyclist and pedestrian safety. The department also anticipates completing lease renewals for approximately five tenants at Gabreski Airport, to increase revenue and to generate long-term funding opportunities. Economic Development and Planning will to continue to create efficiencies in 2021 by consolidating the contract executing function in the department under the oversight of one administrative unit, which will develop a department-wide contract tracking system. The Department also looks to implement opportunities to more effectively manage the County’s real estate holdings and leverage additional value, where feasible.

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2021 Executive Recommendations

As stated in my transmittal letter, since the federal government has not acted in providing sufficient disaster assistance to deal with the economic effects of the COVID-19 pandemic, the County is forced to reduce funding for essential services for Economic Development and Planning through a $265,000 reduction in salaries. Funding for five programs run by contracted agency, Cornell Cooperative Extension, have been reduced for half a year by 50% (25% in total) in the 2021 Recommended Budget. Programs affected include Administration, Marine, Agriculture and Horticulture, 4H Farm Education and Farm Management. In addition, with the reduction in Hotel Motel Tax revenue, contracted agencies that provide cultural, arts, film and multi-media services will be cut by $972,000 in 2021. It is important to note that despite an estimated loss of 50% in revenues derived from the County’s Hotel Motel Tax in 2020, the agencies were not cut in 2020 but will be cut in 2021. If the County receives sufficient disaster assistance from the federal government, these cuts may be restored.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 4,851,500 5,261,622 5,012,808 5,054,732 4,887,982 4,887,982 Equipment 339 0 0 0 0 0 Supplies, Materials, & Other Expenses 59,985 78,711 55,655 78,724 78,724 78,724 Contractual Expenses 2,314,307 3,071,123 3,125,982 2,948,910 2,263,856 2,263,856 001 - General Fund Total 7,226,131 8,411,456 8,194,445 8,082,366 7,230,562 7,230,562 003 - Grants Fund Personal Services 3,024 0 110,944 0 0 0 Supplies, Materials, & Other Expenses 10,000 0 5,000 0 0 0 Contractual Expenses 517,923 0 418,737 0 0 0 Interfund Transfers (22,800) 0 0 0 0 0 003 - Grants Fund Total 508,146 0 534,681 0 0 0 192 - Hotel/Motel Tax Culture & History

Fund Personal Services 147,763 169,246 140,835 173,362 171,893 171,893 Supplies, Materials, & Other Expenses 14,879 28,083 22,789 11,201 11,170 11,170 Contractual Expenses 3,344,774 3,568,150 2,798,172 2,828,164 2,325,706 2,594,170 Employee Benefits 24,177 29,999 27,731 26,484 31,299 31,299 Interfund Transfers 5,017 7,036 5,378 7,036 7,733 7,733 192 - Hotel/Motel Tax Culture & History 3,536,610 3,802,514 2,994,905 3,046,247 2,547,801 2,816,265 Fund Total 193 - 2020 Hotel Motel Arts and Cultural

Programming Reserve Fund Contractual Expenses 0 0 0 268,464 268,464 0 193 - 2020 Hotel Motel Arts and Cultural 0 0 0 268,464 268,464 0 Programming Reserve Fund Total 351 - Community Development Admin Fund Personal Services 342,910 328,981 296,801 307,577 307,577 307,577 Supplies, Materials, & Other Expenses 6,382 11,668 11,668 16,432 16,432 16,432 Contractual Expenses 724 6,942 15,881 6,942 81,980 81,980 Employee Benefits 89,724 90,090 87,751 86,794 86,794 86,794 Interfund Transfers 20,030 20,595 21,467 20,595 24,314 24,314 351 - Community Development Admin Fund 459,770 458,276 433,568 438,340 517,097 517,097 Total 477 - SC Water Protection Fund Personal Services 631,057 554,483 514,187 585,495 559,952 559,952 Supplies, Materials, & Other Expenses 675 4,795 4,260 4,795 4,795 4,795 Contractual Expenses 1,180,616 1,188,934 1,188,934 1,188,934 1,188,934 1,188,934 477 - SC Water Protection Fund Total 1,812,348 1,748,212 1,707,381 1,779,224 1,753,681 1,753,681 625 - F.S. Gabreski Airport Fund Personal Services 412,196 493,683 496,686 499,916 441,037 441,037 Equipment 0 120,000 120,000 120,000 120,000 120,000 Supplies, Materials, & Other Expenses 50,595 173,265 173,356 174,672 174,672 174,672 Contractual Expenses 143,276 330,290 304,251 304,250 304,250 304,250 Employee Benefits 0 0 15,176 7,556 7,556 7,556 625 - F.S. Gabreski Airport Fund Total 606,067 1,117,238 1,109,469 1,106,394 1,047,515 1,047,515 Grand Total 14,149,072 15,537,696 14,974,449 14,721,035 13,365,120 13,365,120

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Economic Development and Planning

2021 Staffing

Fund Current Positions 2 170,893 2 170,893 2 170,893 Fund Total 2 170,893 2 170,893 2 170,893 351 - Community Development Admin Fund Current Positions 8 304,177 8 304,177 8 304,177 Fund Total 8 304,177 8 304,177 8 304,177 477 - SC Water Protection Fund Current Positions 9 579,338 9 553,795 9 553,795 Fund Total 9 579,338 9 553,795 9 553,795 625 - F.S. Gabreski Airport Fund Current Positions 9 483,816 9 426,637 9 426,637 Fund Total 9 483,816 9 426,637 9 426,637 Department Total 95 6,533,995 95 6,284,524 95 6,284,524

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Employee Benefits

Employee benefits include various types of non-wage compensation, such as retirement, benefit fund and life insurance contributions, social security and unemployment insurance. The expenditures listed do not include health benefits, as those are listed separately under Employee Medical Health Plan.

2021 Executive Recommendations I am recommending a 2021 Operating Budget for Employee Benefits, which provides adequate resources to meet core goals, while assuring a balanced budget in 2021.

Expenditures

2019 2020 2020 2021 2021 2021 001 - General Fund Authorized Tuition 200,000 200,000 200,000 200,000 200,000 200,000 Benefit Fund Contribution 8,747,519 9,317,182 9,033,142 9,221,946 9,221,946 9,221,946 Contribution For Life Insurance 677,586 660,000 718,000 717,364 720,000 720,000 Fees For Services: Non-Employ 18,206 20,000 15,000 20,000 20,000 20,000 Retirement Amortization 28,686,361 28,704,292 28,704,292 28,766,513 28,766,211 28,766,211 Retirement -Vol Def Contrib Prog 30,151 50,000 50,000 0 50,000 50,000 Social Security 38,798,174 40,815,884 40,010,621 40,060,073 37,141,968 37,141,968 State Retirement 97,318,650 101,463,858 101,188,858 85,885,004 85,885,004 85,885,004 Unemployment Insurance 185,960 300,000 740,616 471,395 471,395 471,395 Variable Healthcare Supplemental Trust Fund 0 2,255,066 2,166,526 2,255,066 2,214,557 2,214,557 001 - General Fund Total 174,662,606 183,786,282 182,827,055 167,597,361 164,691,081 164,691,081 016 - Inter-Department Operation & Svc

Fund Benefit Fund Contribution 209,054 206,297 211,672 211,672 211,672 211,672 Retirement -Vol Def Contrib Prog 10,501 0 0 0 0 0 Social Security 864,857 977,388 1,030,570 1,118,072 1,118,072 1,118,072 State Retirement 1,974,412 1,895,675 1,895,672 1,971,823 1,971,823 1,971,823 Unemployment Insurance 0 1,000 13,384 6,664 6,664 6,664 Variable Healthcare Supplemental Trust Fund 0 110,589 107,449 110,589 133,361 133,361 016 - Inter-Department Operation & Svc 3,058,825 3,190,949 3,258,747 3,418,820 3,441,592 3,441,592 Fund Total 038 - Self Insurance Fund Benefit Fund Contribution 56,662 57,147 43,213 43,213 43,213 43,213 Social Security 237,489 240,613 232,208 237,716 237,716 237,716 State Retirement 538,476 551,293 551,292 516,430 516,430 516,430 Unemployment Insurance 0 3,000 14,948 7,442 7,442 7,442 Variable Healthcare Supplemental Trust Fund 0 18,791 16,183 18,791 17,060 17,060 038 - Self Insurance Fund Total 832,627 870,844 857,844 823,592 821,861 821,861

039 - Employee Medical Health Plan Fund Family Charge Health Insurance 1,145,948 1,294,394 716,680 1,289,446 767,296 767,296 Fees For Services: Non-Employ 9,885,683 11,657,000 12,142,600 10,907,900 12,031,400 12,031,400 Health Insurance 426,246,524 441,842,863 425,922,875 485,890,400 478,888,350 478,888,350 Individual Charge Health Insurance 314,016 346,907 226,320 351,854 242,304 242,304 Office Machines 0 0 579 0 0 0 Office Supplies 0 1,954 1,000 1,954 1,000 1,000 Patient Centered Outcomes Research Fee 113,009 0 116,800 0 120,600 120,600 Rent: Business Machines & Systems 1,046 1,046 1,046 1,046 1,050 1,050 039 - Employee Medical Health Plan Fund 437,706,225 455,144,164 439,127,900 498,442,600 492,052,000 492,052,000 Total 115 - Police District Fund Benefit Fund Contribution 5,721,655 6,181,369 6,181,326 6,633,576 6,633,576 6,633,576 Contribution For Life Insurance 135,812 0 0 0 0 0 1-57

Employee Benefits

Expenditures

2019 2020 2020 2021 2021 2021 Fees For Services: Non-Employ 369 1,000 5,000 1,000 1,000 1,000 Retirement Amortization 13,121,412 13,103,485 13,103,485 13,041,261 13,041,563 13,041,563 Social Security 21,022,410 21,199,957 21,488,821 21,545,141 21,545,141 21,545,141 State Retirement 83,264,738 85,814,103 85,814,098 79,547,948 79,547,948 79,547,948 Unemployment Insurance 4,558 10,000 294,260 57,860 57,860 57,860

Variable Healthcare Supplemental Trust Fund 0 185,421 178,500 185,421 173,513 173,513

115 - Police District Fund Total 123,270,953 126,495,335 127,065,490 121,012,207 121,000,601 121,000,601 136 - Traffic Violations Bureau Fund Benefit Fund Contribution 48,290 46,045 50,381 50,381 50,381 50,381 Social Security 180,445 196,022 187,648 220,198 220,198 220,198 State Retirement 311,749 338,513 338,513 356,806 356,806 356,806 Unemployment Insurance 8,311 10,000 35,728 17,788 17,788 17,788

Variable Healthcare Supplemental Trust Fund 0 18,080 16,675 18,080 18,724 18,724

136 - Traffic Violations Bureau Fund Total 548,795 608,660 628,945 663,253 663,897 663,897

203 - Sewer Dist #03 Southwest Fund Benefit Fund Contribution 149,480 146,144 148,631 148,631 148,631 148,631 Social Security 516,047 591,870 512,271 595,748 595,748 595,748 State Retirement 1,114,740 1,083,243 1,083,241 1,070,418 1,070,418 1,070,418 Unemployment Insurance 0 5,000 10,867 5,411 5,411 5,411

Variable Healthcare Supplemental Trust Fund 0 57,354 60,771 57,354 54,453 54,453

203 - Sewer Dist #03 Southwest Fund Total 1,780,267 1,883,611 1,815,781 1,877,562 1,874,661 1,874,661

259 - Sewer Dist Bldg/Sanitation Adm Fund Benefit Fund Contribution 46,349 45,863 46,498 46,498 46,498 46,498 Social Security 179,379 217,505 219,188 249,082 249,082 249,082 State Retirement 396,772 396,545 396,544 394,364 394,364 394,364 Unemployment Insurance 781 2,000 15,064 7,500 7,500 7,500

Variable Healthcare Supplemental Trust Fund 0 21,422 21,099 21,422 23,190 23,190

259 - Sewer Dist Bldg/Sanitation Adm Fund 623,281 683,335 698,393 718,866 720,634 720,634 Total

261 - Sewer Maintenance & Operation Fund

Benefit Fund Contribution 189,277 192,189 194,737 194,737 194,737 194,737 Social Security 691,172 746,822 686,342 781,233 781,233 781,233 State Retirement 1,615,428 1,595,848 1,595,846 1,539,901 1,539,901 1,539,901 Unemployment Insurance 0 5,000 0 5,000 5,000 5,000

Variable Healthcare Supplemental Trust Fund 0 85,697 93,037 85,697 82,311 82,311

261 - Sewer Maintenance & Operation Fund 2,495,877 2,625,556 2,569,962 2,606,568 2,603,182 2,603,182 Total 477 - SC Water Protection Fund Benefit Fund Contribution 111,989 111,200 116,842 116,842 116,842 116,842 Social Security 383,610 405,013 395,885 412,720 412,720 412,720 State Retirement 765,203 831,776 831,775 882,626 882,626 882,626 Unemployment Insurance 835 1,000 343 1,000 1,000 1,000

Variable Healthcare Supplemental Trust Fund 0 53,681 49,292 53,681 54,165 54,165

477 - SC Water Protection Fund Total 1,261,637 1,402,670 1,394,137 1,466,869 1,467,353 1,467,353

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Expenditures

2019 2020 2020 2021 2021 2021 625 - F.S. Gabreski Airport Fund Benefit Fund Contribution 9,707 9,100 9,221 9,221 9,221 9,221 Social Security 30,728 40,390 38,799 36,143 36,143 36,143 State Retirement 66,129 58,031 58,030 75,117 75,117 75,117

Variable Healthcare Supplemental Trust Fund 0 3,923 4,273 3,923 4,135 4,135

625 - F.S. Gabreski Airport Fund Total 106,564 111,444 110,323 124,404 124,616 124,616 Grand Total 746,347,657 776,802,850 760,354,577 798,752,102 789,461,478 789,461,478

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Fire, Rescue and Emergency Services

Departmental Mission Fire, Rescue and Emergency Services is responsible for the preservation of life and protection of property from fire, the sustaining of life in medical emergencies, and the protection of public safety during natural and man-made disasters.

Department Description Fire, Rescue and Emergency Services (FRES) has the following responsibilities:

 Provides public safety services through the Fire Marshal’s Office, the Office of Emergency Management, Emergency Support Services and the Communications Center.

 Operates and maintains the Fire-Rescue Communications Center, the Back-up Communications Center, and the Emergency Operations Center.

 Oversees the following programs and/ or boards operating within the County:

o Vocational Education and Extension Board (VEEB) contract for the Suffolk County Fire Academy to provide training to the County fire departments

o Arson Task Force, Auxiliary Police Program

o Incident Management Assistance Team (IMAT)

o Youthful Firesetter Intervention Program (YFIP)

o Local Emergency Planning Committee (LEPC)

o Terrorism Response Task Force

o Citizens Corps Council

o Medical Reserve Corp (MRC)

o Community Emergency Response Team (CERT)

o Deputy Fire Coordinator program

o FRES Commission

o Fire Extinguisher Licensing Board (FELB)

o Urban Search and Rescue (USAR) Team

o Decontamination (Decon) Strike Team

o Suffolk Educational program for Retention in the Volunteer Emergency Services (SERVES)

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o Accelerant Detection Canine program

 Participates in the New York Urban Area Working Group (UAWG) as part of the Urban Area Security Initiative (UASI) for regional planning, preparation, response and recovery from multi-hazard, catastrophic events with the prime focus on terrorism events.

 Conducts training in the areas of public safety, rescue coordination, and emergency preparedness, as well as coordinating with Police regarding active shooting training.

 Provides planning, training, resources, response, warning, coordination, and information related to preparing for and mitigating emergencies and disasters, which affect County residents.

 Responds to major emergencies throughout the County, interfaces with local public safety organizations, and provides specialty assets to those organizations. Activities and Accomplishments

 Dispatched and monitored nearly 2 million fire, ambulance, automatic fire alarm and emergency phone calls in 2019.

 Conducted and/or participated in numerous drills, trainings and exercises throughout 2019, related to many potential hazards such as hurricanes, coastal storms, mass casualty incidents, mutual aid fires, weapons of mass destruction, active shooter, terrorism, pandemic and aircraft disasters.

 Performed code enforcement and safety inspections of County owned or leased properties, public and private school buildings, public libraries, Suffolk Community College facilities, and tents on County property.

 Provided fire safety education training for over 1,000 schoolchildren, in both public and private educational institutions.

 Activated the Emergency Operations Center (EOC), as needed.

 Conducted fire drills, performed accelerant detection canine (ADC) training sessions, and, in conjunction with the Fire Extinguisher Licensing Board (FELB), continued modifying and updating the County FELB law, as well as the by-laws and rules and procedures.

 The Suffolk County Portable Fire Extinguisher and Automatic Fire Extinguishing Systems Licensing Board continued to carry out the mission of Article III of Chapter 471-15 of the Suffolk County Code to insure that Fire Rescue and Emergency Services provides oversight of licensing of companies that service fixed-extinguishing fire systems and portable fire extinguishers. This includes processing applications, conducting facility inspections, and issuing licenses.

 Trained nearly 40,000 personnel through our firefighter training courses.

 Responded with the department’s mobile command units to large-scale incidents and exercises, including but not limited to mass gathering events, training, or homicides.

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 Continued to operate the All-Hazard Smart Fire Safety and Emergency Training Trailer. The training trailer has been utilized at various fire department open houses, community events, and street fairs.

 Provide Suffolk County with a professional support team who are capable of responding to the needs related to emergency management and fire rescue. Goals and Initiatives FRES commenced the roll out of the Rapid Response Program - (Smart911 Rave Panic) to all Suffolk County Libraries, K-12 public and private school district and county owned and operated facilities. Based on the national model, FRES is starting a Community Risk Reduction Program (CRR) to help make communities safer. FRES anticipates completing a new contract with the Suffolk County Vocational Education and Extension Board (VEEB). VEEB has expressed the need to increase the number of training instructors, this will allow for additional training drills and Garden Apartment trainings to be offered. With the growing amount of Garden Apartment Complexes throughout the county, there is a tremendous demand from fire departments for this very specific type of training for the volunteer firefighters of Suffolk County.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 5,470,812 5,745,673 6,399,650 5,662,265 5,453,874 5,453,874 Equipment 101 5,000 1,188 2,500 2,500 2,500 Supplies, Materials, & Other Expenses 395,946 478,817 579,955 446,751 446,751 446,751 Contractual Expenses 2,074,469 2,205,232 2,123,252 1,899,335 1,984,164 1,984,164 001 - General Fund Total 7,941,328 8,434,722 9,104,045 8,010,851 7,887,289 7,887,289 003 - Grants Fund Personal Services 770,208 0 1,590,469 0 0 0 Equipment 912,481 0 1,253,291 0 0 0 Supplies, Materials, & Other Expenses 916,466 0 1,655,978 0 0 0 Contractual Expenses 423,332 0 1,613,285 0 0 0 Employee Benefits 173,321 0 352,254 0 0 0 Interfund Transfers 164,810 0 285,678 0 0 0 003 - Grants Fund Total 3,360,616 0 6,750,955 0 0 0 102 - Public Safety Comm Sys E-911 Fund Personal Services 119,267 116,767 120,813 123,649 122,229 122,229 102 - Public Safety Comm Sys E-911 Fund 119,267 116,767 120,813 123,649 122,229 122,229 Total Grand Total 11,421,211 8,551,489 15,975,813 8,134,499 8,009,518 8,009,518

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Fire, Rescue and Emergency Services

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 74 4,816,557 74 4,612,066 74 4,612,066 Fund Total 74 4,816,557 74 4,612,066 74 4,612,066 003 - Grants Fund Current Positions 14 670,941 14 0 14 0 Fund Total 14 670,941 14 0 14 0 102 - Public Safety Comm Sys E-911 Fund Current Positions 2 106,486 2 105,066 2 105,066 Fund Total 2 106,486 2 105,066 2 105,066 Department Total 90 5,593,984 90 4,717,132 90 4,717,132

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Health Services

Departmental Mission Health Services' mission is to promote wellness and protect the public’s health and environment. The Department of Health Services’ vision is to be a valued and innovative community partner, leading efforts to continually improve the health of residents and our environment.

Department Description The Commissioner of Health Services is required by New York State Public Health Law and the Suffolk County Charter to oversee all Suffolk County Public Health Services operations. The Commissioner assesses health needs and issues, sets public health priorities, and prepares the County’s Community Health Assessment and Community Health Improvement Plan, utilizing priorities from the New York State Department of Health Commissioner’s Prevention Agenda. The priorities for the County are determined in collaboration with hospitals and community- based health organizations through the Long Island Health Collaborative, which was originally created for this purpose. The Department is comprised of the following divisions and offices: Public Health, Patient Care Services, Community Mental Hygiene Services, Environmental Quality, Preventive Medicine, Emergency Medical Services, Services for Children with Special Needs and the Office of Minority Health. The Department operates a number of bureaus within this structure including, but not limited to, the Bureau of Public Health Protection and the Bureau of Public Health Nursing, as well as Administration support services. Listed below are some of the services provided by Health Services:

 Programs to promote health equity among racial and ethnic minorities in Suffolk County.

 Programs to promote access to primary care services, including jail medical/behavioral healthcare.

 Public health protection and disease prevention programs.

 Public health emergency preparedness.

 Comprehensive programs to protect and preserve the natural resources of the County and to protect County residents against adverse environmental factors

 Treatment for individuals with mental illness, developmental disabilities and chemical dependency.

 Early Intervention, Preschool Education and Children with Special Needs programs.

 Health education programs, tobacco cessation classes, falls prevention programs for the elderly and community-based projects promoting nutrition, physical activity and wellness.

 Oversight of the County’s emergency medical response system.

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Activities and Accomplishments - 2019 Patient Care Services

 In 2019, the Special Supplemental Nutrition Program for Women, Infants and Children (WIC) issued electronic benefit transfer cards totaling a value of $10.1 million for nutritious food and formula, serving an average of 10,000 clients per month.

 The Division’s Immunizations Action Program provided “Shots for Tots” clinics. These clinics offer free immunizations to uninsured and underinsured children, six months to 18 years. In 2019, they delivered 4,036 shots to 863 children across 76 clinics.

 In 2019, the Maternal Infant Community Health Collaborative (MICHC) utilized a team of Community Health Workers to provide 601 women of childbearing age with 1,026 home visits for care coordination, health education, referrals and linkage to health and community resources, preventive screenings, social support, and reinforcement of healthy behaviors. Public Health

 Received 39,783 reports of communicable disease, resulting in the investigation of 12,440 individual cases and submitted case reports to the New York State Department of Health (NYSDOH).

 Conducted 6,515 food service establishment inspections. Consumer complaints generated 500 investigations at food service establishments, of which 85 were associated with foodborne illness.

 In 2019, environmental inspections for lead paint hazards were conducted at 66 homes and one day care facility.

 A total of 3,561 Food Manager Certificates were issued, including 393 certificates issued through our classroom course offered in Spanish.

 Tested 36,223 mosquitoes for West Nile Virus and Eastern Equine Encephalitis Virus, which resulted in 77 West Nile Virus-positive and 9 Eastern Equine Encephalitis Virus-positive mosquito samples.

 Hired a full-time Entomologist to assist with the countywide tick-borne pathogen surveillance program.

 Conducted 45 tick bite prevention educational outreach events and contacted 1,675 individuals at these events.

 Conducted 1,000 field visits in response to rodent complaints from the public. Environmental Quality

 In the fall of 2019, the County began a phased launch of its Environmental Health Information Management System (EHIMS). In its current form, EHIMS provides a centralized, GIS-linked database to support permitting and oversight of I/A OWTS installations and maintenance countywide. The system greatly improves communication between County offices through a shared 1-67

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database and shared workflows that notifies different groups when a new application or task needs attention.

 In a continued effort to reduce nitrogen and support coastal resiliency, there are currently eight Innovative and Alternative Onsite Wastewater Treatment technologies (I/A OWTS) approved in the County, including two approved in 2019. Eight experimental nitrogen reducing biofilters (NRBs) have been installed in cooperation with Stony Brook University’s Center for Clean Water Technology as part of the County’s ongoing Septic Demonstration Program, including two installed in 2019.

 The County’s revised Septic Improvement Program (SIP), adopted by the Legislature in 2018, was implemented on January 22, 2019. The updates to SIP allowed increased grant awards to residential property owners to upgrade existing onsite sewage disposal system to I/A OWTS, the ability to couple state and County grants, and revised the eligibility requirements to make the County program more consistent with the New York State Septic Replacement Program. At the end of 2019, 303 systems had been installed with SIP grant funds.

 Suffolk County held I/A OWTS septic industry training classes in accordance with updated liquid waste licensing law provisions that took effect in 2016. The County has worked with the New England Onsite Wastewater Training Program at the University of Rhode Island to offer some of these classes. In 2019, 602 individuals participated in 23 liquid waste industry training classes and tours offered by the Department.

 The Legislature unanimously approved the Suffolk County Subwatersheds Wastewater Plan (SWP) Generic Environmental Impact Statement (GEIS) statement of findings on March 17, 2020. The SWP set priority areas for wastewater upgrades, established first order nitrogen load reduction goals and developed a recommended wastewater management strategy to reduce nitrogen pollution from non-point wastewater sources using a sequenced, technically driven series of modeling and evaluations. The plan sets an ambitious goal of investing $2.7 billion over 50 years to eliminate 253,000 cesspools and septic systems, by replacing them with new individual nitrogen reducing systems, or by connecting properties to sewers.

 In cooperation with the NYSDOH and the NYSDEC, the division performed extensive sampling of numerous private and public supply wells, and groundwater monitoring for a class of contaminants called Per- and polyfluoroalkyl Substances (PFAS), at numerous private and public supply wells, and groundwater monitoring wells that were installed as part of a variety of groundwater investigations. In 2019, the division collected approximately 150 samples for the analysis of PFASs from public and private water supply wells and collected about 400 samples from groundwater monitoring wells installed, as part of various groundwater investigations. These efforts have helped Suffolk County and state and federal regulators assess potential impacts from PFAS to drinking water and groundwater quality. This work has also facilitated remedial actions, including the extension of public water to impacted areas.

 The Department conducted 294 gasoline station inspections and 265 dry cleaner inspections, under the Volatile Organic Compound (VOC) Action Plan. During these inspections, two unregistered tanks were found. Samples were taken from 113 facilities. As a result, 17 site remediations took

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place in 2019. This program has resulted in 205 environmental remediations to date, likely preventing the creation of future Superfund and Brownfield sites. Services for Children with Special Needs

 Delivered Early Intervention services to 6,299 children in 2019, insuring appropriate oversight so that only children who meet the state’s eligibility criteria receive services.

 The Early Intervention (EI) program continued to provide high quality services to children on the autism spectrum. Children suspected of having an autism spectrum disorder are received thorough evaluations by clinical psychologists, trained in the identification of autism. In 2019, the division served 260 distinct children on the autism spectrum.

 At no cost to the County, the division began a “Books for Babies” program. The intent of this program is to give a new board book to every child found eligible for Early Intervention services. In 2019, the program received a total of $7,000 in grant funding for the purchase of books.

 The Division facilitated the formation of a social work roundtable that allows EI and Preschool social workers to meet monthly to discuss current issues and research in working with families who have a child with a disability. Community Mental Hygiene Services

 Each month, the Division serves approximately 800 clients in the two mental health clinics and one satellite clinic, approximately 1,100 clients in opioid treatment program services, 230 clients in the Case Management programs, and 650 inmates in the Suffolk County Correctional Facility Mental Hygiene Units.

 In 2019, through funding from NYS OMH, the Division partnered with the Police and Sheriff’s departments with the goal of training a percentage of their patrol force to be able to employ the Crisis Intervention Team (CIT) model, when encountering an individual experiencing a behavioral health issue. Additionally, five staff members were able to become CIT trainers so the County can continue the effort. As of August 2020, 120 law enforcement officers have been trained with an additional 110 persons to be trained by year-end. Preventive Medicine

 The Office of Health Education’s school based staff continued their successful vaping prevention program, Vape Out. A total of 201 peer educators at 8 school districts were trained. Prior to interruption of the spring semester (when most peer educators were present) by COVID-19, a total of 2,250 students had already received peer education presentations.

 The Division also launched its Vape Out! Alternative to Suspension Youth Vaping Cessation Program. Six locations arranged for local school districts and parents to refer students for vaping cessation classes. The class series were set up to be both, in lieu of disciplinary suspension for vaping offenses, and for voluntary cessation efforts. Each location was scheduled for three to five series (each series was five weeks long).

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 A total of 241 high school and middle school peer educators, at three high schools and one middle school received training in the Peer Education: Healthy Communication and Bullying Prevention Upstander Training Program. In turn, they presented lessons to over 5,129 of their peers in high, middle and elementary schools in their districts. One middle school won the Anti-Bias Task Force award, and the County Executive presented them with certificates for their positive community service. Modified trainings in Upstander skills were provided to over 879 students from seven school districts, alternative schools, BOCES, & non-profit agencies.

 In 2019, 11 community professionals trained to become National Diabetes Prevention Program (DPP) Lifestyle Coaches.

 In 2019, the Bureau of Public Health Nursing program provided 2,976 home health care visits to 1,944 unduplicated patients. Total billable and grant revenues for 2019 visits were approximately $807,848. The Bureau receives revenue from three primary sources, Managed Care Organizations (MCO), New York State Medicaid and New York State Grant and Aid. Emergency Medical Services

 As a registered Opioid Overdose Prevention Program, the Division conducted more than 400 classes and dispensed approximately 14,500 naloxone emergency resuscitation kits, as of April 30, 2020. In addition, the Division partnered with nine hospitals in the County to list them as Alternate Dispensing Sites, facilitating referrals to treatment to willing participants, including training and dispensing Narcan to an additional 2,000 at-risk individuals and/or their families.

 Continued to receive funds from a $15,000 grant to offset costs associated with managing the naloxone trained overdose responder program.

 Continued to oversee a quality improvement program in an EMS System that has more than 150,000 emergency medical alarms per year.

 Initiated the use of 12-lead EKG acquisition and transmission by basic life support providers, significantly enhancing care of the patient with acute myocardial infarction (heart attack).

 Continued to earn an average of $450,000 in revenue from original, refresher and continuing education programs for provider certification and recertification. Office of Minority Health

 In November 2019, Minority Health held its 14th annual County-wide conference on health disparities, focusing on Maternal and Child Health. The conference included an overview of issues affecting maternal and infant mortality in women of color, steps specifically taken in Suffolk County to address these disparities, emotional trauma/Adverse Childhood Experiences (ACES) and their effects on pregnancy and brain development, barriers to breastfeeding in communities of color, and the importance of women staying healthy to improve birth outcomes. The conference was well received with approximately 150 individuals in attendance.

 Collaborated with many community and faith-based organizations to spread the mission of increasing awareness and promoting health equity among racial and ethnic minorities. 1-70

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 Remains at the forefront of the implementation of County Executive Order 10-2012, ensuring that persons with Limited English Proficiency (“LEP”) have meaningful access to agency services, programs and activities.

 Partnered with several county departments on the Smart Start Suffolk initiative, which seeks to expand early childhood education to Suffolk County residents, especially those from underserved areas. Goals and Initiatives During the 2020 COVID-19 pandemic public health crisis, Health Services provided, and will continue to provide, epidemiological and outbreak control by assisting with the coordination of local efforts utilizing national, state, and County guidelines. The Department will continue to provide public health information regarding diseases and outbreak control guidelines to patients, providers, hospitals, and the public. In addition, the Department will continue to adjust its service delivery models in response to COVID-19. A priority is ensuring the continuity of the various services the Department provides, while adhering to federal, state, and local guidelines. In 2020, the Department will expand the accessibility of Environmental Health Information Management System (EHIMS), to enable electronic application submissions/renewals and permit tracking, via an internet portal for core programs, such as Wastewater Management, Pollution Control, and Water Resources. Inspectors will also be able to conduct field inspections using mobile electronic devices, significantly enhancing operating efficiency by improving speed and eliminating redundancy of data entry of paper records. In 2019, New York State formally proposed drinking water standards for the emerging contaminants 1, 4- dioxane, PFOS and PFOA. Health Services has been proactively working with the New York State Department of Health (NYSDOH) and New York State Department of Environmental Conservation (NYSDEC) to identify potential sources of these contaminants and have located any potential drinking water wells in the vicinity of those potential sources. Health Services staff continue to support New York State agency efforts to protect residents from potential health risks associated with such contamination. Where sampling by the Department identifies levels of contamination above health thresholds, the Department advises both the NYSDEC and NYSDOH, which act by either working to extend public water to affected residents, by providing treatment and/or providing bottled water. As more information becomes available, Health Services anticipates initiating additional potential private well surveys and groundwater investigations during the remainder of 2020 and in 2021. During, 2020 and 2021, the Department plans to begin implementing the recommendations of the Subwatersheds Wastewater Plan (SWP) and associated SEQRA Statement of Findings, as adopted by the Suffolk County Legislature. Specific SWP recommendations, which will be advanced include, but are not limited to the preparation and implementation of an Adaptive Management and Long-Term Monitoring Plan; revisions to Article 6 of the Suffolk County Sanitary Code to require the use of innovative and alternative onsite wastewater treatment system (I/A OWTS) for New Construction/Building Addition and to increase the allowable flow of Appendix A Modified Sewage Disposal Systems to 30,000 gallons per day; evaluation of Sewage Treatment Plant design flow rates and capacity; development of a strategy for wastewater upgrades at large-scale commercial sites (e.g., >1,000 gallons per day); and evaluation of technologies for the treatment of phosphorus, pathogens, and other contaminants of concern, including emerging contaminants. The Department will also continue implementation of the Septic Improvement Program (SIP), which provides County grant funding to residential property owners in an amount up to $20,000 to upgrade their existing onsite sewage disposal system to a nitrogen reducing sewage disposal system, known as an innovative and alternative

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onsite wastewater treatment system (I/A OWTS). The County SIP grant can be coupled with the New York State Septic Replacement Program (NYSSRP) grant of $10,000. The Department’s goal is to process approximately 80 grants per month under SIP and NYSSRP. Preparation continues for the expansion of the Arthropod-Borne Disease Laboratory (ABDL) for tick-borne disease surveillance. The expansion will enable the County to perform in-house testing and increase the number of collection sites throughout the County. The entomologist hired in the fall of 2019 is currently setting up the lab equipment received under Capital Project 4091. Additionally, the Division of Community Mental Hygiene Services will implement a Behavioral Health Management Information System. Implementation is set to begin in the second half of 2020, replacing multiple existing systems, to achieve a comprehensive platform across mental hygiene clinics, opioid treatment programs, adult and children's single point of access programs and assisted outpatient treatment program. The new system will create efficiencies absent in the current systems. The Division will also continue to adjust operations and expand telemedicine efforts in order to ensure continuity of care for clients as the County continues to navigate the pandemic. Moreover, the Early Intervention program will be transitioning to a new web-based platform in the spring of 2021, which will provide improved reporting and data management capacities. All staff is to be trained on this new system.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 41,620,013 43,603,721 41,934,658 43,083,404 41,826,273 41,826,273 Equipment 139,841 248,818 257,882 225,228 221,228 221,228 Supplies, Materials, & Other Expenses 4,837,673 5,799,736 13,651,987 6,041,217 6,004,579 6,004,579 Contractual Expenses 205,699,638 220,373,627 214,278,294 244,807,568 241,720,612 241,720,612 Interfund Transfers 7,566,161 7,746,793 8,051,242 7,481,369 7,387,746 7,387,746 001 - General Fund Total 259,863,326 277,772,695 278,174,063 301,638,786 297,160,438 297,160,438 003 - Grants Fund Personal Services 5,717,427 0 4,229,520 0 0 0 Equipment 307,862 0 61,629 0 0 0 Supplies, Materials, & Other Expenses 647,761 0 838,631 0 0 0 Contractual Expenses 3,920,229 450,000 4,927,190 750,000 750,000 750,000 Employee Benefits 1,435,236 0 840,897 0 0 0 Interfund Transfers 1,522,181 0 1,070,001 0 0 0 003 - Grants Fund Total 13,550,696 450,000 11,967,868 750,000 750,000 750,000 477 - SC Water Protection Fund Personal Services 1,730,615 1,952,755 1,957,779 1,996,423 1,904,312 1,904,312 Equipment 1,278 1,500 1,500 1,500 1,500 1,500 Supplies, Materials, & Other Expenses 15,262 32,350 35,450 32,350 32,350 32,350 Contractual Expenses 50,000 50,000 25,000 50,000 50,000 50,000 Interfund Transfers 35,443 31,437 38,274 31,437 45,146 45,146 477 - SC Water Protection Fund Total 1,832,598 2,068,042 2,058,003 2,111,710 2,033,308 2,033,308 Grand Total 275,246,621 280,290,737 292,199,934 304,500,496 299,943,746 299,943,746

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 743 39,704,332 743 37,631,828 743 37,631,828 Fund Total 743 39,704,332 743 37,631,828 743 37,631,828 003 - Grants Fund Current Positions 48 0 48 0 48 0 Fund Total 48 0 48 0 48 0 477 - SC Water Protection Fund Current Positions 26 1,887,260 26 1,795,149 26 1,795,149 Fund Total 26 1,887,260 26 1,795,149 26 1,795,149 Department Total 817 41,591,592 817 39,426,977 817 39,426,977

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Information Technology Services

Departmental Mission The mission of Information Technology Services is to provide an information-processing environment that facilitates governmental effectiveness and efficiency, assists government employees with their mission, and expands the ability of County residents, businesses and visitors to access information relative to County functions and services.

Department Description Information Technology Services (ITS) is comprised of the following primary divisions and organization units: Infrastructure - Provides assistance in meeting data processing, data communication and telecommunications needs, as well as disaster recovery, security, email, server/storage and Wide Area Network (WAN) support.

 Network Engineering and Operations Unit - Provides and maintains all telecommunications and data communications services, including voice services, data communications services, wireless/mobile communications, and WAN technologies in support of the County’s business functions.

 Systems and Storage Administration Unit - Designs and manages the County’s back-end server and storage infrastructure, which includes network authentication, network resources, email and all aspects of server software.

 Telecommunications Unit - Procures and maintains telecommunications, mobile and network technology in support of the department’s telecommunication needs.

 Data Center/Facilities Unit - Provides overall management and maintenance of the Hauppauge and Riverhead Data Center facilities housing all computer systems and associated components, such as telecommunication/data circuits, servers, storage systems, network equipment, power supplies, environmental controls and redundant capabilities for disaster recovery purposes. Security - Provides network security, end user security, cybersecurity and physical security support services for the entire County. The Security Unit safeguards the County’s network resources, data and email from cyber-attacks, viruses and malware infections. Client Support Services - Provides help desk support, desktop support and project management services for County departments.

 Desktop Support Unit - Configures, deploys and supports computer workstations, laptops, printers and other peripheral equipment for all County technology users.

 Help Desk Unit - This centralized function is staffed with agents who users contact when they are experiencing technical problems or require services from ITS.

 Project Management Unit - Provides systems analysts and project management services in support of technology upgrades and new implementations.

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Enterprise Applications - Provides services to develop, maintain and enhance software solutions to support County operations, residents, businesses and visitors.

 Financial Applications Unit - Maintains County Financial Management Systems, including the Integrated Financial Management System, Budget Systems, Procurement Systems and Capital Request Systems.

 Payroll, Human Resource Systems and Operations - Maintains County Payroll and Personnel System (PPS) and all reports, jobs and scheduled routines associated with PPS and the operations of the department.

 Applications Unit - Develops and maintains County computer applications, databases, websites and mobile applications to automate business functions/processes for County departments. The unit also supports and maintains custom, off-the-shelf applications, acquired by County departments (i.e. Countywide Financial System).

 The Geographic Information Systems (GIS) Unit - Supports the strategic direction and integration of all GIS data and coordinates efforts with other governments and outside agencies to provide improved geodata to the public.

 Business Intelligence and Data Analytics Unit - Involves the overall management of the availability, usability and integrity of the data needed within the County for getting the right information to the right people at the right time.

Finance and Administration - Provides administrative support for Information Technology Services in its daily operations, overseeing payroll, personnel, budgeting, procurement/contracts, billing, enterprise license administration, chargeback and project management support. Activities and Accomplishments Infrastructure

 Provided infrastructure services to enable remote work environment for thousands of County workers during the COVID-19 pandemic.

 Provided telecommunication services to enable remote workers to communicate effectively with other County workers and County residents during the COVID-19 pandemic.

 Replaced network equipment that reached its end-of-life threshold; these replacements help maintain the infrastructure while minimizing risks associated with service delivery.

 Continued the implementation of Voice over Internet Protocol (VoIP) technology within the County in an effort to reduce telecommunication expenses.

 Increased coverage of wireless access to County buildings to enable a mobile friendly environment and to improve overall efficiencies.

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 Continued migrating to a modernized, hyper-converged infrastructure environment, in an effort to improve performance, lower cost of operations, simplify maintenance and operations, and improve overall capabilities to support shared services. Security

 Provided security services to enable remote work environment for thousands of County workers during the COVID-19 pandemic.

 Released an Information Technology Security Risk Assessment Report.

 Upgraded entire security technology components within the County, in an effort to standardize and modernize the County’s security posture. This upgrade improves the County’s overall ability to protect itself against cybersecurity attacks.

 Implemented a cybersecurity awareness training program, which includes annual training and targeted phishing tests to ensure user compliance with training.

 Continue to work with all County departments to modernize and standardize access control systems for County buildings. Client Support Services

 Provided help desk and client support services to support thousands of remote County workers during the COVID-19 pandemic.

 Continue to work with various County departments to extend centralized help desk operations to support countywide organizational structure for technology.

 Extended Microsoft Systems Center Configuration Manager to the Social Services to further support inventory management, streamline desktop support services and support our overall migration efforts to Microsoft Windows 10.

 Provided project management support services for various technology projects in each County department. Enterprise Applications

 Implemented various technology solutions to support thousands of remote county workers during the COVID-19 pandemic.

 Implemented various technology solutions to support the County’s reopening efforts during the COVID- 19 pandemic.

 Implemented business intelligence (BI) and geographic information systems (GIS) dashboards to internal and external users, to provide real-time access to critical data during the COVID-19 pandemic.

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Information Technology Services

 Selected a Human Capital Management (HCM) vendor to support our payroll, time and labor and human resources management system replacement project. This project commenced in 2020 and it will take approximately 12 months to be completed, with an anticipated go-live date of July 2021.

 Extended and enhanced the County’s 311 Program to include additional lines of inquiry for Human Services, Public Works, Parks, Human Resources and Civil Service, and Health Services.

 Implemented Robotics Process Automation (RPA) technology to support the County’s COVID-19 data management efforts and further extended the technology to support improved efficiencies at the District Attorney, Police, County Executive, and Fire, Rescue and Emergency Services departments.

 Implemented a Telecommunications Expense Management (TEM) system to support our ability to manage telecommunication expenses throughout the entire County, including data circuits, mobile devices, mobile data plans, and land line phone services. Finance and Administration

 Managed a significant amount of the COVID-19 related procurements to support the County’s remote workforce and re-opening efforts during the COVID-19 pandemic.

 Worked directly with the County Executive’s Office of Budget and Management to detail all COVID- 19 related technology expenses, to maximize our federal reimbursement through the Federal Emergency Management Agency (FEMA) and the U.S. Department of the Treasury.

 In partnership with Department of Labor, Licensing and Consumer Affairs, ITS offered Microsoft Office end-user training for thousands of County residents. Goals and Initiatives ITS continues to work across the entire County enterprise to strengthen our technology infrastructure with modern technology and skilled technology resources. A significant component of this effort is the Human Capital Management (HCM) upgrade project that is anticipated to go live in the third quarter of 2021. This effort will not only modernize our systems, but it will allow us to standardize processes across the entire County, while also achieving significant time and cost savings, relative to those processes. This upgrade will give the County another modern data driven technology platform that will provide the County workforce with tools to support departmental operations, management resources, and tools to make effective data driven decisions. This, coupled with other data driven modern platforms already in place for Licensing and Permitting, Citizen Relationship Management, Budgeting and Planning and Information Technology Service Management, will further extend the County’s flexible and scalable technology foundation. Therefore, allowing us to meet the diverse and specialized needs of the County. While the County has many departments and very specific needs within each of those departments, it is critical that ITS looks for ways to implement technologies and employee technical resources that can be shared across the entire County.

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2021 Executive Recommendations Although the County does need to continue to invest in technology, as stated in my transmittal letter, since the federal government has not acted in providing sufficient disaster assistance to deal with the economic effects of the COVID-19 pandemic, the County is forced to reduce funding for essential services for Information Technology through a $462,000 reduction in salaries. If the County receives sufficient disaster assistance from the federal government, these cuts may be restored.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 003 - Grants Fund Supplies, Materials, & Other Expenses 912 0 25,000 0 0 0 Contractual Expenses 123,994 0 15,459 0 0 0 003 - Grants Fund Total 124,906 0 40,459 0 0 0 016 - Inter-Department Operation & Svc

Fund Personal Services 8,428,945 9,256,202 9,698,113 10,584,138 10,048,151 10,048,151 Equipment 5,415 55,000 133,927 30,000 30,000 30,000 Supplies, Materials, & Other Expenses 4,613,048 7,489,636 8,204,811 7,406,253 6,955,741 6,955,741 Contractual Expenses 3,639,874 3,610,114 4,223,392 3,780,051 3,782,666 3,782,666 Principal on Debt 1,801,495 2,072,149 2,077,289 1,853,026 2,235,400 2,235,400 Interest on Indebtedness 506,459 573,858 564,070 542,193 762,403 762,403 016 - Inter-Department Operation & Svc 18,995,236 23,056,959 24,901,602 24,195,661 23,814,361 23,814,361 Fund Total Grand Total 19,120,142 23,056,959 24,942,061 24,195,661 23,814,361 23,814,361

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 016 - Inter-Department Operation & Svc

Fund Current Positions 118 10,312,789 120 9,748,252 120 9,748,252 Department Total 118 10,312,789 120 9,748,252 120 9,748,252

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Labor, Licensing and Consumer Affairs

Departmental Mission Labor, Licensing and Consumer Affairs promotes the health, safety and economic well-being of both the business community and the public. Quality job training, job development, placement and supportive services for the unemployed, underemployed and public assistance population of Suffolk County are provided. The business community is supported with labor market data, recruitment services and hiring incentives. High standards of integrity are promoted to ensure equity in the marketplace with occupational licensing and local law regulations and enforcement.

Department Description Under the direction of the Commissioner, the Department’s main responsibilities are as follows:

Provide a “One-Stop” hub for job development:

 Understanding and monitoring the job market to identify opportunities and related skills, credentials, and experience.

 Educating people about career opportunities and ways to access and advance in a career pathway.

 Fostering and managing empowering customer connections; conducting skills gap analysis, coaching and developing jobseekers to learn how to search, prepare for and promote themselves to secure employment.

 Providing training and development to improve career and market relevant skills.

 Promoting career opportunities and Career Center Services via a variety of channels to reach all target demographic and county residents.

 Coordinating pre-apprenticeship training opportunities with local trade unions for the benefit of Suffolk County’s low-income populations and communities.

 Providing linkages to workforce support services, including free work attire, transportation and child care

 Prioritizing unemployed and underemployed individuals along with traditionally under-severed and dislocated populations including disabled, low-income, minority, veterans and women

 Managing the Suffolk Works Employment Program (SWEP), the County’s Public Assistance Employment program operated in accordance with Temporary Assistance for Needy Families (TANF) as established in the Federal Personal Responsibility and Work Opportunity Reconciliation Act of 1996.

 Coordinating the operations of the Suffolk County Workforce Development Board (WDB), which is tasked with meeting the needs of job seekers and employers and to support economic growth in Suffolk County.

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Provide Business Workforce Development Support - by engaging directly with local employers and conducts industry research to understand employer workforce needs, challenges and opportunities for support, as well as industry trends

 In demand Occupations, Skills.

 Career Ladder – points of entry, skills for advancement.

 Industry practices for seeking, screening and hiring.

 Developing and sharing information about industry workforce/hiring trends for Career Center staff and County workforce/economic development partners.

 Encouraging and Facilitating Local Hiring by providing linkages to workforce development resources, including internal On-the-Job Training (OJT) programs, as well as external partners and resources and accessing and connecting a pool of candidates with interest, skills and/or credentials in the required areas virtual and in person via:

o Virtual Portal

o Job Fairs

o Relationships with High School Work Based Learning Coordinators

o Relationships with College Career Centers

o Career Exploration Experiences Provide a Central Point for Business Licensing and Regulation, as well as Consumer Protection by:

 Facilitating safe and high standard of service delivery through testing and current licenses.

 Undertaking activities to encourage businesses and industries in the County to maintain high standards of honesty, business practices and business responsibilities in the manufacture, distribution, and sale of consumer goods and services.

 Providing residents with information about how to find a licensed local contractor in good standing.

 Receiving and investigating complaints and initiating investigations of unfair or deceptive practices against consumers.

 Representing the interests of consumers before federal, state, and local administrative and regulatory agencies and legislative bodies.

 Initiating and conducting investigations, research, studies, and analysis of matters affecting the interests of the consumers in Suffolk County.

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Labor, Licensing and Consumer Affairs

 Reporting to the appropriate law enforcement agency information regarding violations of any federal, state or local consumer protection law.

 Ensuring compliance with the Suffolk County Lawful Hiring Law, the Fair Business Practice Law and all other Suffolk County consumer protection laws.

Activities and Accomplishments

 Provided newly dislocated workers and adults with retraining and intensive services, funded by the Workforce Innovation and Opportunity Act (WIOA), during the first nine months of the program year in 2019.

 Worked cooperatively with Social Services on the Suffolk Works Employment Program to conduct over 7,000 assessments of Temporary Assistance (TA) applicants and recipients. These interviews provided the TA population with the employability assessments, employment plans, and employment related services clients need to become self-sufficient.

 Continued the Safety Net Project and Family Assistance Child Care Savings Program, which resulted in a savings to the County of over $279,523 during the calendar year 2019.

 In alignment with the Long Island Regional Economic Development Council list of targeted industries, the Department on behalf of the WDB, was awarded $194,000 by New York State Department of Labor to provide long-term unemployed residents of Wyandanch and Huntington Station with vocational training in the healthcare industry.

 The Business Services Unit hosted 7 library job fairs, 31 onsite recruitments in Hauppauge and Riverhead, 2 virtual recruitments, one virtual career quest, 31 career quests and coordinated two specialized job fairs for targeted populations. Posted 401 job openings to the NYS Job Bank and forwarded job orders to Wyandanch, Huntington, Brentwood/Central Islip and Bellport Resource Centers. Career Couture suited 393 individuals.

 Continued to successfully coordinate the provision of services at satellite locations in Wyandanch, Huntington Station, Brentwood and Bellport, as part of a Suffolk County’s Community Based Initiative. These satellite locations allow the Department to bring reemployment and career training services directly to the residents of these areas to increase job opportunities and economic opportunity within their communities.

 The Department served over 1,000 economically disadvantaged youth between July1, 2019 and June 30,2020. These individuals were provided the opportunity to participate in paid work experience, job readiness training, financial literacy training, mentoring, short-term computer training and vocational training.

 The Department continued the successful operation of the Career Couture Boutique, which receives referrals from the One-Stop Center walk-ins, veteran’s shelters, family service organizations, and non- profit organizations. The shop accepts donations of gently worn items, including men’s and women’s suits, shirts and neckties, dresses, purses, shoes, and costume jewelry.

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Labor, Licensing and Consumer Affairs

Division of Consumer Affairs

 Received and evaluated over 965 consumer complaints in 2019.

 Inspected over 17,000 devices in calendar year 2019, which included scales, meters and liquefied petroleum gas.

 Collected over $6.2 million in various fees and fines. Goals and Initiatives Due to the COVID-19 pandemic the unemployment rate went from 4.0 % in July 2019 to 13.6% in July 2020. Labor began virtual services, including the Suffolk County Virtual Career and Talent Portal, a new initiative site for businesses and job seekers alike. Employers can list job openings, view posted resumes and connect with job seekers on the portal. Job seekers can build their resumes and cover letters specific to their job search, research the local job market and find employment opportunities. The portal provides a 24 hour veterans hold to allow them to have first priority to apply for a job. You can access the portal at https://scnyforward.info. The COVID-19 pandemic hurt the most vulnerable populations in the County, including people with disabilities, low skilled workers, and less educated individuals. Labor has resources, such as vocational training, workshops and disability resource coordinators available to address specialized needs. Some jobs, such as those in retail, hospitality and tourism may not rebound and we are focused on aligning our education and training courses to meet the current job market. The Suffolk County American Job Center’s goal is to increase the employment opportunities, job retention, and earning potential of these customers. By attaining these goals, we will reduce welfare dependency, improve workforce quality, and position our customers to compete in the local economic environment. Labor will continue to ensure equity in the marketplace and to promote high standards of integrity in the manufacture, distribution and sale of consumer goods and services in the County. The four major units comprising Consumer Affairs: Complaints, Licensing, Enforcement and Weights and Measures will license various regulated trades, investigate consumer complaints and unconscionable trade practices, conduct voluntary mediation, ensure accuracy in commercial transactions, and conformance labeling standards and report to appropriate law enforcement agencies violations of any federal, state or local consumer protection laws. With the onset of COVID-19 in the County, a new initiative started and the Consumer Affairs Staff, process complaints from the County portal and through an email system, where complaints come down from New York State. These COVID- 19 related complaints are handled in conjunction with Police and the Health Services. Complaints are investigated or forwarded to the appropriate agency, based on jurisdiction, on the COVID-19 related violations. To date over 4,800 complaints have been fielded.

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Labor, Licensing and Consumer Affairs

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 7,466,713 7,643,424 7,410,037 7,151,177 6,786,952 6,786,952 Equipment 2,998 3,600 820 2,000 2,000 2,000 Supplies, Materials, & Other Expenses 97,667 109,150 95,724 233,306 103,522 103,522 Contractual Expenses 112,290 140,295 121,615 124,860 113,325 113,325 001 - General Fund Total 7,679,668 7,896,469 7,628,196 7,511,343 7,005,799 7,005,799 003 - Grants Fund Personal Services 205,490 0 380,581 0 0 0 Supplies, Materials, & Other Expenses 112 0 3,722 0 0 0 Contractual Expenses 432,847 0 267,361 0 0 0 Employee Benefits 41,345 0 81,935 0 0 0 Interfund Transfers 34,011 0 63,891 0 0 0 003 - Grants Fund Total 713,805 0 797,490 0 0 0 320 - Federal Workforce Investment Fund Personal Services 5,630,518 6,486,543 6,526,752 6,751,402 6,801,402 6,801,402 Equipment 5,842 19,500 19,500 24,000 24,000 24,000 Supplies, Materials, & Other Expenses 70,229 100,100 94,600 91,168 91,168 91,168 Contractual Expenses 854,635 1,615,668 1,612,495 789,618 790,916 790,916 Employee Benefits 1,033,611 1,228,842 1,246,571 1,341,114 1,341,114 1,341,114 Interfund Transfers 415,529 563,338 443,057 500,000 500,188 500,188 320 - Federal Workforce Investment Fund 8,010,365 10,013,991 9,942,975 9,497,302 9,548,788 9,548,788 Total Grand Total 16,403,837 17,910,460 18,368,661 17,008,645 16,554,587 16,554,587

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 144 7,023,389 143 6,659,164 143 6,659,164 Fund Total 144 7,023,389 143 6,659,164 143 6,659,164 320 - Federal Workforce Investment Fund Current Positions 78 4,188,047 79 4,188,047 79 4,188,047 Fund Total 78 4,188,047 79 4,188,047 79 4,188,047 Department Total 222 11,211,436 222 10,847,211 222 10,847,211

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Law

Departmental Mission The mission of the County Attorney is to provide efficient and ethical legal counsel for the County and every agency and office thereof; and vigorously advocate for and defend the County, its employees, the County Legislature, and every County-wide elected official. Department Description The County Attorney is the attorney and counsel for the County and every agency and office thereof and has charge of all the law business of the County and its agencies. The County Attorney prosecutes and defends all civil actions and proceedings brought by or against the County, the County Legislature and any officer whose compensation is paid from County funds for an official act, except as otherwise provided in the Charter. The County Attorney performs such additional and related duties as may be prescribed by law and directed by the County Executive or the County Legislature. The County Attorney, upon the request of the governing body of any town, village, school district, special district or public authority operating within the County, may act as the legal adviser or representative thereof on such terms as may be agreed upon between the County Executive, the County Attorney and said governing body. The County Attorney has direct responsibility for the following bureaus and divisions: Municipal Law Bureau - Provides legal advice and assistance to the County Executive, the County Legislature, and all other County departments and agencies regarding policies, procedures and implementation of new programs and initiatives. Bureau attorneys serve as counsel to numerous boards and committees critical to the efficient functioning of County government, including but not limited to, the Board of Health, the Sewer Agency, the Council on Environmental Quality, the Fire Extinguisher Licensing Board, the Farmland Committee, the Space Management Steering Committee, the Planning Commission, the Suffolk County Parks Trustees, the Suffolk Tobacco Asset Securitization Corporation, and Gabreski Airport. The Municipal Law Bureau also drafts, reviews, revises, and approves all County contracts (excluding direct transactions by Purchasing), including sewer agreements, real property transactions, licenses, concession agreements and request for proposals, and assists all departments in the interpretation and implementation of these agreements. Additionally, the bureau prepares all County leases, drafts legislation and local laws to be submitted by the County Executive and other departments, reviews all legislation submitted to the County Legislature, and provides legal advice and counsel on local and state legislative matters to the County Executive and all other County agencies and officers. Litigation Bureau - Defends the County’s actions, goals, policies, and practices against challenges brought in state and federal agencies, forums and courts. Represents the County in all areas of litigation, defending County officials and employees in litigation challenging the exercise of their powers and authority in such areas as civil rights law; contract law; civil service law; constitutional law; environmental law; employment law; public officer’s law; social services law; construction law; and real property law. Litigation attorneys also affirmatively pursue the County’s monetary claims in collection actions, contract actions, foreclosure and bankruptcy proceedings, and other suits. This bureau also defends the County, all County agencies, departments, officials and County employees in tort actions venued in state and federal court, including federal civil rights claims; claims against law enforcement; and personal injury claims arising out of accidents involving County employees or County owned property. Family Court/Social Services Bureau - Provides legal representation necessary to protect the most needy and vulnerable segments of Suffolk County’s population. These include abused and neglected children; elderly who require Medicaid, adults who need the appointment of a guardian because of incapacity; those

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Law

suffering from mental illness that require assisted outpatient treatment; persons in need of supervision; juvenile delinquents; and custodial parents seeking child support. Risk Management, Liability & Workers’ Compensation Division - Oversees the operation of the County’s self-insurance program, worker’s compensation, auto, and general liability. Human Rights Law Commission - Investigates complaints of discrimination that have occurred in the County that allege a violation of local, state and/or federal human rights law. These statues include the Suffolk County Human Rights Law (covers housing, employment, public accommodation, credit, education and volunteer fire department), New York State Human Rights Law, the Americans with Disabilities Act, Title VII of Civil Rights Act of 1964 (Amended 1991), Age Discrimination in Employment Act, and the Equal Pay Act. Accept complaints of undue force and discriminatory conduct filed against members of the Suffolk County Police Department. The Commission also performs community education, training and outreach and oversees the administration and preservation of the Suffolk County Inter-Faith Anti-Bias Task Force, which consists of nine active Task Forces that address issues of prejudice and discrimination in the respective townships. Activities and Accomplishments - 2019 Municipal Law Bureau

 Processed over 2,700 contracts in 2019, utilizing a streamlined process developed for contract processing in all County Departments, and continued training all County contract staff on the process.

 Created a new contract format to help facilitate and expedite contracting for small-scale construction projects.

 Reviewed approximately 28 Requests for Proposals/qualifications.

 Researched approximately 500 legal issues.

 Reviewed approximately 100 Introductory Resolutions filed with the County Legislature for legal and/or drafting issues.

 Obtained approval from the NYS Department of Environmental Conservation (DEC) for the County to operate a program regulating Petroleum Bulk Storage (PBS), by delegation order, which was signed by County officials and executed by the DEC in 2019.

 Helped to fulfill the County’s obligation to the U.S. Environmental Protection Agency (EPA) concerning Underground Storage Tanks.

 Worked closely with the County Executive in establishing and continuing to meet with participating governmental entities in the SuffolkShare procurement efforts, to realize cost savings and economies of scale.

 Drafted legislation amending the County’s procurement policies, in an effort to update and centralize policies and practices.

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 Provided legal support for the Suffolk County Coastal Resiliency Initiative for the creation of new sewer districts for the Forge River and Carlls River areas, including drafting resolutions and referenda, which voters in those areas approved.

 Created and completed documents and filings necessary for the creation of Sewer District No. 4 - Smithtown Galleria, and Sewer District No. 26 - Melville Huntington.

 Continued working on the improvement of the Septic Improvement Program, including reviewing and executing over 147 grants, updating program rules, and working with Health Services to incorporate NYS funds into the existing County program.

 Enhanced the Indigent Legal Services Sub-Unit in the Municipal Law Bureau, which expedites review of vouchers for the Legal Aid Society and the Assigned Counsel Defender Plan, and ensures that state and County funding for these entities is being spent appropriately and is issued timely.

 Completed the first underwater land eviction based on the lessee’s failure to comply with the County’s Shellfish Aquaculture Lease Program. Litigation Bureau

 Revenue raised from affirmative litigation and pre-litigation settlements in 2019 was approximately $470,000.

 Represented County agencies and departments in 50 new bankruptcy proceedings, and recovered approximately $10,000 in revenue in 135 foreclosure proceedings

 Represented the Sheriff and Health Services in 29 habeas corpus writ proceedings.

 The Torts Division conducted approximately 411 general municipal law hearings and depositions, with attorneys handling over 1,500 court appearances in 2019.

 Obtained dismissal of 88 cases prior to trial in 2019. These included cases involving both serious personal injury and federal civil rights claims, which had potential exposure to the County of millions of dollars. Family Court/Social Services Bureau

 Handled over 25,000 appearances in Family Court in 2019, including 31 appeals, 4,496 child abuse and neglect cases, 12,767 proceedings to recover child support, medical coverage, childcare expenses, and educational expenses.

 Prosecuted 149 termination of parental rights proceedings, 431 juvenile delinquency cases, and represented Social Services in 53 surrender of parental rights proceedings.

 Helped Social Services’ Child Support Enforcement Bureau collect approximately $161 million in 2019, including $1.8 million collected in Family Court or at the County Correctional Facility, as a result of incarceration proceedings held in the Family Court.

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 Conducted negotiations and litigation involving enforcement of Medicaid liens against personal injury actions, estate claims and surplus money actions in foreclosure matters, which have resulted in the collection of over $2 million by Social Services.

 Drafted, filed, and litigated 222 petitions under Kendra’s Law in Supreme Court. Risk Management Liability & Workers’ Compensation Division

 Handled approximately 3,076 claims in 2019, including workers compensation, general liability, auto liability, bus liability and employee liability claims.

 Recovered $2.8 million through subrogation efforts.

 Medical bill review saved $14.7 million in Workers’ Compensation costs.

 Pharmacy Benefit Management savings were $3.3 million. Human Rights Commission

 In 2019, assisted the diverse residents of the County by responding to approximately 2,960 inquiries and investigating over 180 complaints alleging unlawful discrimination.

 Active enforcement led to the early settlement and resolution of numerous allegations, resulting in a conciliation value of approximately $360,000.

 Benefits the Commission was able to obtain for complainants in 2019 included:

o Reinstatement and lost wages for a pregnant female, assigned rigorous tasks, harshly reprimanded, and terminated.

o Monetary compensation for an employee of Egyptian origin, terminated due to her race and national origin.

o Monetary benefits for a source of income, housing discrimination claim, where tenant was evicted when attempting to use her Section 8 voucher.

o Employer policy change for a 69-year-old diabetic, alleging age and disability discrimination, who was denied bathroom breaks.

o Reasonable accommodation and renewed lease agreement provided for a disabled couple who use mobility devices.

o Reinstatement and modified worksite for Spanish speaking employee who resigned after being prohibited from speaking Spanish while at work. Goals and Initiatives An expected increase in 2021 in Health Services’ Septic Improvement Program (SIP) will cause an increase in the time spent by Municipal Law Bureau attorneys reviewing documentation and providing counsel. Moreover,

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the implementation of the Suffolk County Coastal Resiliency Initiative will significantly impact several departments, including Law, which will be involved in the review of grant administration and federal property acquisition compliance, and property owner agreements and various aspects of real property review, contracts and potential condemnation litigation. These, and other water quality management programs, will require extensive Municipal Law Bureau involvement. In October 2018, Legislation to raise the age of criminal responsibility from sixteen (16) years old to eighteen (18) years old went into effect. Jurisdiction over 80-90% of the criminal offenses committed by sixteen (16) and seventeen (17) years olds is now in Family Court. This legislation increased the number of Juvenile Delinquency proceedings commenced in the Family Court in 2019. It should be noted that juveniles arrested and detained over a weekend or holiday, must now be seen and reviewed by an accessible magistrate. This new requirement has increased the workload of the Bureau without any state funding. Since these changes were implemented in 2019, many felonies and all misdemeanors committed by a sixteen (16) or seventeen (17) year olds are being prosecuted by the Family Court Bureau. Litigation attorneys will defend the County in increasingly complex class action federal and state lawsuits concerning the County’s provision of housing, Medicaid and public assistance, defense services for indigent criminal defendants, the disposal of hazardous waste, and other issues. The increased litigation is a reflection of public’s tendency to turn to the courts to address perceived violations of their rights and reflects a strategy adopted by special interest groups. Due to a staffing shortage of District Court Judges and Magistrates in the Central Islip federal courthouse, 23 of our pending federal cases have recently been transferred to the Brooklyn courthouse. We have been told to expect more transfers, and more initial assignments of cases to Brooklyn. This change will increase the burden on the three federal attorneys, as an appearance in Brooklyn entails a minimum of four hours travel time, in addition to the time actually spent in court. The State Tort Division is under constant pressure from the Suffolk County court system to either settle pending cases or proceed to trial. Currently, the delay between the filing of a Notice of Issue to place the case on the trial ready calendar and the date of trial is approximately eight months. This results in every State attorney being confronted with a heavier trial calendar. Due to the current fiscal crisis, both the Federal and State Tort Divisions will need to manage the increased workload without hiring additional attorneys or support staff.

2021 Executive Recommendations

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 6,990,027 7,492,253 7,007,253 7,391,659 6,848,208 6,848,208 Equipment 0 9,975 1,500 0 0 0 Supplies, Materials, & Other Expenses 62,877 79,436 73,945 63,326 63,326 63,326 Contractual Expenses 7,515,518 4,521,180 6,177,173 4,826,923 6,563,947 6,563,947 001 - General Fund Total 14,568,422 12,102,844 13,259,871 12,281,908 13,475,481 13,475,481 003 - Grants Fund Personal Services 58,181 0 581,948 0 0 0 Contractual Expenses 2,095,100 0 4,320,689 0 0 0 Employee Benefits 15,072 0 144,631 0 0 0 Interfund Transfers 14,153 0 188,646 0 0 0 003 - Grants Fund Total 2,182,506 0 5,235,914 0 0 0 038 - Self Insurance Fund Personal Services 3,209,380 3,211,944 3,099,708 3,290,152 3,029,021 3,029,021 Equipment 543 0 0 0 0 0 Supplies, Materials, & Other Expenses 201,584 211,929 201,394 215,665 215,665 215,665 Contractual Expenses 1,275,242 701,950 1,401,450 701,950 1,301,950 1,301,950 038 - Self Insurance Fund Total 4,686,749 4,125,823 4,702,552 4,207,767 4,546,636 4,546,636 176 - Environmental Trust Fund Contractual Expenses 1,971,775 0 0 0 0 0 176 - Environmental Trust Fund Total 1,971,775 0 0 0 0 0 Grand Total 23,409,452 16,228,667 23,198,337 16,489,675 18,022,117 18,022,117

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 92 7,280,025 92 6,736,574 92 6,736,574 Fund Total 92 7,280,025 92 6,736,574 92 6,736,574 038 - Self Insurance Fund Current Positions 43 3,230,467 43 2,969,336 43 2,969,336 Fund Total 43 3,230,467 43 2,969,336 43 2,969,336 136 - Traffic Violations Bureau Fund Current Positions 4 0 4 0 4 0 Fund Total 4 0 4 0 4 0 Department Total 139 10,510,492 139 9,705,910 139 9,705,910

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Legal Aid Society

Departmental Mission The Sixth Amendment of the U. S. Constitution guarantees that “(i)n all criminal prosecutions, the accused shall enjoy the right...to have the Assistance of Counsel for his defense.” The mission of the Legal Aid Society is to provide legal assistance to persons without financial means in Criminal and Family Court matters.

Department Description The Legal Aid Society (Legal Aid) provides the following services:

 Legal representation in state, County, town, and village courts throughout Suffolk County for those without the ability to pay for their defense.

 A full range of legal services in the area of criminal defense work, as well as juvenile and adult representation in Family Court, ensuring that poverty is not a barrier to accessing the justice system. Activities and Accomplishments

 The Society was assigned 27,234 cases in all courts of the County during 2019. Caseload figures reported to the Unified Court System are shown below:

Number of Caseloads Reported by Type Appearances 153,458 Parole Hearings 731 Eligibility Screenings (Family Ct., County Ct., East End) 3,750 Video Conferences Completed 1,594 Motions Filed 1,511 DMV Refusal Hearings Assigned 521

 Worked collaboratively with the County and other stakeholders to implement a plan to adopt New York’s Raise the Age legislation. Legal Aid formed a multi-bureau unit of attorneys and support staff to assure representation in a new Adolescent Offender part in District Court, and when appropriate, representation in Family Court, where treatment-based services are recommended.

 Partnered with the County and community agencies in an effort to educate, de-escalate and promote safety for those who may interact with law enforcement, or for those who have been involved with the criminal justice systems.

 Expanded programs to improve the quality of indigent defense based on additional grant funding from the New York State Office of Indigent Legal Services, and lawsuit settlement funding (Hurrell-Harring et al. versus New York State et al.).

 Participated on the Suffolk County Access to Justice Committee working collaboratively with other stakeholders to implement a model Community Legal Help Project at the Middle Country and Brentwood Public libraries.

 Created the Breaking Barriers program in conjunction with Touro Law School to provide post- conviction assistance to individuals to help them obtain and clear past criminal records to have access

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to gainful employment, educational opportunities and professional licenses. Legal Aid partners with the Suffolk County Department of Labor (DOL) to bring Breaking Barriers to DOL sites, and with the Suffolk County Sheriff to bring Breaking Barriers to the Yaphank Jail.

 Created a Discovery Bureau in response to newly enacted State legislation, which addresses timeliness and transparency in the criminal justice system. Legal Aid collaborated with all stakeholders in the County to effectively prepare for implementation of the new law, which also addressed bail reform and speedy trial. New technology and staffing were added to work efficiently with the District Attorney’s office to assure compliance with the new law. Goals and Initiatives In March of 2020, Legal Aid worked in collaboration with other stakeholders in the court system to move to a fully virtual work format. Throughout that time, in the throes of a global pandemic, when the County was at the epicenter of the coronavirus, the court system never shut down; indeed, the judiciary and all stakeholders continued to provide services to assure access to justice for even the most vulnerable citizens. The technology put in place to address criminal justice reform legislation at the beginning of 2020, including a new discovery software platform that works in tandem with the District Attorney’s new Discovery portal system, was instrumental in effecting a smooth transition to virtual court operations. For 2021, Legal Aid is to assure the continuation of flexibility, in the face of the uncertainty created by a public health crisis, economic shutdown and civil unrest. Legal Aid will continue its mission to provide indigent defense services in these challenging times, and is to maintain the ability to pivot in response to coronavirus, should a successive wave of infections occur. Legal Aid clients are impacted most in times of fiscal downturn. However, Legal Aid’s holistic model of defense will assure referrals of the most vulnerable – those who suffer from mental illness, homelessness, drug addiction and family conflict - to the County’s alternative to incarceration programs, and will seek to divert these cases before crisis hits. Legal Aid, as a stakeholder in the community, will facilitate difficult conversations around racial and systemic inequities with an eye toward effecting positive and enduring change.

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Legal Aid Society

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Contractual Expenses 11,522,562 12,199,825 10,280,577 11,606,235 11,581,570 11,581,570 001 - General Fund Total 11,522,562 12,199,825 10,280,577 11,606,235 11,581,570 11,581,570 003 - Grants Fund Contractual Expenses 9,012,321 0 25,042,313 0 0 0 Interfund Transfers 1 0 0 0 0 0 003 - Grants Fund Total 9,012,322 0 25,042,313 0 0 0 Grand Total 20,534,884 12,199,825 35,322,890 11,606,235 11,581,570 11,581,570

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Legislature

Departmental Mission The Suffolk County Legislature is responsible for setting County policy through the enactment of all local legislation and appropriations.

Department Description The Suffolk County Legislature is comprised of 18 members, elected to two-year terms. Each legislator is elected from and represents a legislative district, which is comprised of an equal proportion of Suffolk County’s population. The Presiding Officer acts as the administrative leader of the Legislature and is elected annually by the members. The Legislature consists of the legislative body, the Budget Review Office, the Counsel to the Legislature, and the Clerk of the Legislature. The responsibilities of the Suffolk County Legislature include:

 Setting County policy and enacting all local legislation.

 Adopting the capital, operating and Suffolk Community College budgets.

 Adopting County taxes.

 Authorizing the issuance of debt.

 Setting fee schedules for certain County services. Activities and Accomplishments The accomplishments of the Suffolk County Legislature included protection of County residents and essential workers during the COVID-19 pandemic by facilitating guidelines with which local businesses were able to operate following the onset of the pandemic and during New York state’s reopening plan. The Legislature strengthened the County’s social services network; ensuring the safety and well-being of our residents by keeping the County’s neighborhoods free from drug abuse and gang violence. In addition, preserved precious groundwater, open space and the County’s pristine shoreline to protect the environment and provide a quality of life for residents that is equal to the natural beauty of Suffolk. In 2019, the Suffolk County Legislature adopted 753 resolutions, including 122 local laws and held the line on General Fund property taxes for the 15th consecutive year. Health, Welfare and Environment

 Established an asthma inhaler guide poster, which pharmacies will post publicly. 1-99

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 Established an internal task force to review emergency policies in the wake of the COVID-19 pandemic.

 Prohibited the advertisement of age-restricted products near schools and playgrounds.

 Established a School Bus Camera Violation Program.

 Established a permanent Heroin-Opioid Addiction Panel.

 The RISE (Restricting Information on Salaries and Earnings) law to prohibit employers from asking job applicants about salary history took effect.

 Established a guide-plan to connect all County-owned buildings to sewer systems.

 Established a Standing Youth Addiction Panel.

 Designated April as “Child Abuse Awareness Month.”

 Entered into an intermunicipal agreement with the Town of Brookhaven to construct a Fish Passage at Swan Lake in Patchogue. Equity, Justice and Anti-Discrimination

 Elevated “Diversity” to a committee-level discussion.

 Required annual diversity and inclusion training for county employees.

 Adopted “Ban the Box” legislation in order to provide individuals who were formerly imprisoned a second chance to find employment.

 Established a Fair Housing Task Force.

 Adopted a law prohibiting discrimination based on religious clothing or hair texture.

 Extended the provisions of the Language Access Program to ensure language access is available at County correctional facilities.

 Ensured that election notices will be printed in Spanish in a Spanish language newspaper. Land Use Protection

 Took steps to preserve open space in the Seatuck Creek Watershed and in the Suffolk County Pine Barrens.

 Approved grant funding for coastal resiliency efforts along the Carlls River Watershed.

 Purchased Farmland Development Rights for a number of active agricultural properties in Riverhead and Huntington.

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 Adopted several pieces of legislation to secure, test and maintain the 186-acre BOMARC site. Law Enforcement

 Established a law prohibiting the improper disposal of personal protective equipment.

 Mandated that reports be provided to the public regarding ongoing bail reforms.

 Approved funding for reconstruction to modernize Suffolk County Correctional Facilities. Veterans

 Extended State-offered benefits to military veterans employed by the County.

 Established a Women Veterans Advisory Board.

 Designated Suffolk County a “Purple Heart County.” Transparency and Government Operations

 Clarified the Legislature’s residency requirements for legislators.

 Formally established the position of Counsel to the Legislature.

 Established a Central Procurement Office.

 Adopted amendments to County residency laws in order to give new County workers a window in which they can move to Suffolk County.

 Worked to ensure continuity of government throughout the COVID-19 pandemic by hosting Legislative meetings through Zoom and allowing for public comment through Zoom and by phone.

 Created a standing Legislature Digitization Working Group to analyze and evaluate the complete digitization of all legislative materials, documents, and data. Social Services

 Established new caseload standards for County CPS caseworkers.

 Established new procedures for the operation of Child Protective Services, including prioritizing reports involving children with developmental disorders and reports from school officials.

 Established a law requiring the disclosure of electronic surveillance equipment in the house of the subject of an investigation.

 Designated March “Professional Social Workers Month.”

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Budget Review Office

 Prepared fiscal impact statements on all legislation sponsored by County Legislators, and issued numerous memos and major reports, including the following reports available on the Legislature’s website:

o Review of the 2020 Recommended Operating Budget.

o Amendments to the 2020 Recommended Operating Budget.

o Index to 2020-2022 Capital Program and Budget Amending Resolutions.

o Review of the Proposed Capital Program 2020-2022 Capital Budget 2020

o Review of the Suffolk County Community College 2019-2020 Requested and Recommended Operating Budgets.

o Year 2018 W-2 Compensation Report.

o Vanderbilt Museum Endowment Trust Fund Annual Report.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 10,003,469 10,455,824 10,427,724 10,009,547 9,648,338 9,648,338 Equipment 96,230 73,000 27,546 35,000 35,000 35,000 Supplies, Materials, & Other Expenses 255,705 330,375 263,065 287,200 290,200 290,200 Contractual Expenses 96,433 129,550 42,500 109,000 109,000 109,000 001 - General Fund Total 10,451,837 10,988,749 10,760,835 10,440,747 10,082,538 10,082,538 Grand Total 10,451,837 10,988,749 10,760,835 10,440,747 10,082,538 10,082,538

2021 Staffing

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Medical Examiner

Departmental Mission The Medical Examiner is dedicated to providing high quality forensic scientific analytic services to the criminal justice and law enforcement agencies of the County. All forensic medical and scientific capabilities of the office are accredited by national accrediting agencies. The Medical Examiner also pledges timely and compassionate service to the bereaved. Department Description The Medical Examiner is comprised of three units: the Medical Forensic Unit, the Crime Laboratory, and the Toxicology Laboratory. Each of these units performs different, yet interrelated core functions. Medical Forensic Unit - Pronounces all deaths outside of health care facilities, where a physician is not present, or cannot pronounce death, and investigates all deaths specified by County Administrative Code/ County Law/State Law.

 Conducts medicolegal death investigations, including responding to scenes.

 Performs postmortem examinations (autopsies and external examinations) of Medical Examiner cases, and associated testing and prepares legally required documentation (i.e. death certificates, autopsy reports, photographs).

 Establishes the identification of human remains on a scientific basis.

 Provides expert witness testimony at criminal trials and grand jury proceedings, as well as occasionally at civil trials and depositions.

 Investigates and approves cremation requests required by Suffolk County Administrative Code.

 Maintains preparedness for local (County), as well as Regional Mass Fatality incidents.

 Performs Driving While Intoxicated (DWI) blood draws at the request of the District Attorney and law enforcement agencies.

 Provides medical forensic injury interpretation at homicide scenes, medicolegal autopsies, and on living victims, and testify in criminal proceedings relating to these matters. Crime Laboratory - Is comprised of the following sections: Biological Sciences, Drug Chemistry, Trace Evidence, Firearms, and Documents Examination.

 Crime Scene response teams uncover, document, and examine forensic evidence.

 Examines all forensic evidence secured and submitted by all law enforcement agencies within Suffolk County.

 Responds to and analyzes accident and homicide scenes and performs accident reconstruction.

 Provides expert witness testimony at criminal trials and grand jury proceedings, as well as occasionally at civil trials and depositions.

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 Aids in the defense of the County by providing expert witness testimony on behalf of Suffolk County in civil lawsuits. The Toxicology Laboratory - Conducts comprehensive toxicological analyses on biological tissues and fluids, which is an essential component of the medicolegal death investigation in Medical Examiner cases.

 Tests for drug abuse in urine samples submitted by the departments of Health Services and Probation.

 Analyzes blood and urine samples from DWI/Driving Under the Influence of Drugs (DUID) suspects.

 Analyzes blood and urine samples from victims of “drug-facilitated sexual assault,” which is an essential component of prosecution of sexual assault cases.

 Regularly consults with the District Attorney and law enforcement agencies and provides required expert testimony at criminal trials and grand jury proceedings, as well as occasionally at civil trials and depositions. Activities and Accomplishments Medical Forensic Unit

 Maintained accreditation for all mandated services.

 Performed 1,183 autopsies and continued to provide the highest quality forensic medical and scientific analyses and expert testimony to law enforcement agencies in 2019.

 Delivered timely and compassionate service to the bereaved of Suffolk County. Crime Laboratory

 The table below details the workload statistics for the Crime Laboratory over a three-year period 2017 2018 2019 Case Reports Assigned 6,056 6,111 5,740 Cases Closed 6,463 6,384 5,585 Cases Closed by Analysis 4,777 5,210 4,585 Cases Closed Administratively 1,686 1,170 996 Samples Submitted 58,123 49,316 61,814 Samples Analyzed 24,370 15,805 22,040

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Toxicology Laboratory

 Continued to provide frequent consultations and expert testimony with the District Attorney on alcohol and drug testing results, as well as alcohol breath test cases. 2017 2018 2019 Postmortem Cases Processed 1,506 1,494 1,523 Postmortem Test Units Completed 23,137 21,546 18,162 DWI/DUID Cases Processed 679 551 571 DWI/DUID Test Units Completed 13,333 10,787 11,153 Methadone Maintenance Samples 36,144 36,470 34,041 Processed Methadone Maintenance Test Units 64,045 67,800 63,074 Completed Probation Samples Processed 4,934 5,066 6,099 Probation Test Units Completed 12,036 11,296 11,296

Goals and Initiatives

The Medical Examiner instituted new protocols for the use of personal protective equipment (PPE) and procedures for working with COVID-19 positive or suspected positive cases. The Medical Examiner’s goal is to continue to review all procedures and protocols to ensure best practices for any future pandemics, national incidents or catastrophic events. The Toxicology Laboratory will continue to add new drug tests and improve methodology in order to provide a more comprehensive and cost-effective forensic toxicology service. The Crime Laboratory is to continue to provide education and guidance to law enforcement agencies, including the District Attorney on matters relating to the optimal preservation, transfer, evaluation, and courtroom presentation of forensic evidence. The Medical Examiner continues to maintain accreditation from the National Association of Medical Examiners (NAME), the ANSI National Accreditation Board (ANAB) for the Crime Laboratory and the American Board of Forensic Toxicology (ABFT).

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 9,461,428 10,413,404 9,916,085 9,932,488 9,537,275 9,537,275 Equipment 23,135 17,050 15,898 15,025 15,025 15,025 Supplies, Materials, & Other Expenses 1,193,971 1,275,849 1,213,741 1,245,024 1,245,024 1,245,024 Contractual Expenses 51,739 73,780 135,720 55,700 80,700 80,700 001 - General Fund Total 10,730,273 11,780,083 11,281,444 11,248,237 10,878,024 10,878,024 003 - Grants Fund Personal Services 501,470 0 282,736 0 0 0 Equipment 105,496 0 43,858 0 0 0 Supplies, Materials, & Other Expenses 188,753 0 316,329 0 0 0 Contractual Expenses 175,262 0 148,608 0 0 0 Interfund Transfers (59) 0 0 0 0 0 003 - Grants Fund Total 970,921 0 791,531 0 0 0 Grand Total 11,701,194 11,780,083 12,072,975 11,248,237 10,878,024 10,878,024

2021 Staffing

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Miscellaneous

Contribution to Community College Fund The Community College’s budget was previously adopted by the Suffolk County Legislature. For the 2020- 2021 budget, the County Executive and the County Legislature approved a County contribution of $44.8 million, the same level as the previous year. Fund 121 - New York State MTA Tax Established in the 2010 Recommended Operating Budget to account for the receipt of, and the distribution of property tax revenues collected to pay the MTA payroll tax. Interfund transfers are made to the County’s three major taxing funds affected by the MTA tax, from property tax revenues in Fund 121. These are the General Fund, the Police District and the Southwest Sewer District funds. Fund 620 - Suffolk County Ball Park The Enterprise Fund, established through a resolution of the Suffolk County Legislature (Resolution No. 585- 2000), for the purposes of capturing all activity related to Suffolk County’s financial commitments to the ballpark. A second extension of the Ballpark agreement, includes a new Ballpark improvement fund. This fund is to be used by the team for non-operating expenses, such as maintenance and repairs. The County will deposit a guaranteed base fee of $225,000 plus the net naming rights revenue of up to $225,000 into the fund. Judgments & Claims This appropriation provides for the payment of claims against the County, pursuant to Section 722 of the General Municipal Law. The 2021 Recommended Budget includes $200,000. Off-Track Betting (OTB) Revenues The success of the video lottery terminal (VLT) facility in Islandia has resulted in accelerated payments to debtors. As a result, OTB has emerged from bankruptcy as of June 30, 2020. The VLT facility was forced to close in March 2020 due to the ongoing COVID-19 pandemic. On September 3, 2020, OTB received permission from New York State to re-open at a 25% occupancy limit, beginning September 9, 2020. Out-of-County Tuition Out-of-County Tuition represents the cost to Suffolk County for its County residents to attend community colleges other than Suffolk County within New York State. This cost is mandated by New York State Law. County law allows for the chargeback to the towns. Associated expenses and revenues are included in the budget.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 0 150,000 0 0 7,216,152 7,216,152 Supplies, Materials, & Other Expenses 115,000 115,000 118,555 115,000 120,000 120,000 Contractual Expenses 19,237,998 19,023,881 18,739,438 18,996,098 18,986,914 18,484,616 Other 0 7,000,000 0 7,000,000 15,000,000 15,000,000 Interfund Transfers 39,069,960 40,374,215 40,374,215 40,374,215 40,374,215 40,374,215 001 - General Fund Total 58,422,958 66,663,096 59,232,208 66,485,313 81,697,281 81,194,983 016 - Inter-Department Operation & Svc

Fund Contractual Expenses 40,253 45,179 47,612 51,655 51,655 51,655 016 - Inter-Department Operation & Svc 40,253 45,179 47,612 51,655 51,655 51,655 Fund Total 038 - Self Insurance Fund Contractual Expenses 4,646,183 4,735,849 4,703,470 4,735,719 5,005,719 5,005,719 Employee Benefits 43,357,956 43,592,000 39,560,735 42,092,000 40,632,000 40,632,000 038 - Self Insurance Fund Total 48,004,139 48,327,849 44,264,205 46,827,719 45,637,719 45,637,719 115 - Police District Fund Contractual Expenses 1,205,498 1,234,451 1,251,271 1,254,550 1,254,550 1,254,550 115 - Police District Fund Total 1,205,498 1,234,451 1,251,271 1,254,550 1,254,550 1,254,550 203 - Sewer Dist #03 Southwest Fund Contractual Expenses 22,050 24,474 21,529 25,037 25,037 25,037 203 - Sewer Dist #03 Southwest Fund Total 22,050 24,474 21,529 25,037 25,037 25,037 259 - Sewer Dist Bldg/Sanitation Adm Fund Contractual Expenses 8,131 10,191 10,099 11,477 11,477 11,477 259 - Sewer Dist Bldg/Sanitation Adm Fund 8,131 10,191 10,099 11,477 11,477 11,477 Total 261 - Sewer Maintenance & Operation Fund Contractual Expenses 32,224 35,209 32,250 36,709 36,709 36,709 261 - Sewer Maintenance & Operation Fund 32,224 35,209 32,250 36,709 36,709 36,709 Total 477 - SC Water Protection Fund Contractual Expenses 18,292 20,036 19,357 20,180 20,180 20,180 477 - SC Water Protection Fund Total 18,292 20,036 19,357 20,180 20,180 20,180 620 - Suffolk County Ball Park Fund Personal Services 0 3,500 0 0 0 0 Supplies, Materials, & Other Expenses 110,782 142,500 0 0 0 0

620 - Suffolk County Ball Park Fund Total 110,782 146,000 0 0 0 0

621 - Ball Park Improvement Fund Supplies, Materials, & Other Expenses 0 436,600 218,300 450,000 450,000 450,000

621 - Ball Park Improvement Fund Total 0 436,600 218,300 450,000 450,000 450,000

625 - F.S. Gabreski Airport Fund Contractual Expenses 1,366 1,795 1,724 1,606 1,606 1,606 625 - F.S. Gabreski Airport Fund Total 1,366 1,795 1,724 1,606 1,606 1,606 Grand Total 107,865,693 116,944,880 105,098,555 115,164,246 129,186,214 128,683,916

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Parks, Recreation and Conservation

Departmental Mission Parks, Recreation and Conservation is responsible for ensuring the safety and enjoyment of all visitors to Suffolk County parks, preserves, and historic sites. The Department’s mission also includes the preservation, restoration, and maintenance of historic properties and the proper stewardship of tens of thousands of acres of open space, making both available for public use and education.

Department Description Parks, Recreation and Conservation (Parks) is charged with managing approximately 50,000 acres of parkland. These parcels range in size from one tenth of an acre to 3,135 acres at Robert Cushman Murphy County Park. Included in this acreage are 18 major active parks with numerous facilities, four golf courses, three marinas, two boat launch ramps, twelve campgrounds, horse stables, an equestrian center, bay and ocean-front beaches, boating facilities, nature trails, bird sanctuaries and nature preserves. Parks is responsible for the following:

 Providing recreational opportunities, which include golfing, camping, horseback riding, swimming, hiking, fishing, shoreline activities, boating, and historic site education.

 Overseeing the Division of Historic Services, which administers 27 Historic Trust areas and more than 200 historic structures.

 Administering the Private/Public Concessionaire Management Program, designed to increase leisure services, provide capital improvements to the park system, and generate additional revenue for the County.

 Directing the Environmental Stewardship Unit, which manages and protects thousands of acres of parkland, conducts habitat restoration initiatives, and carries out a comprehensive Piping Plover/Least Tern Protection Program. Activities and Accomplishments

 In 2019, the Department issued over 28,000 green key memberships and 20,000 permits for various recreational opportunities in County parks, including but not limited to, hunting, fishing, picnic, horseback riding, canoeing and kayaking, and outer beach access. In addition, Parks hosted hundreds of events throughout its system, including more than 119,000 overnight camp stays and nearly 144,000 golf rounds.

 Managed the Suffolk County Parks Watch Report Illegal Dumping (RID) program, which encourages residents to report incidents of vandalism, crime and misuse or abuse of public property by phone (631-854-1423) or online ([email protected]). The RID program helps to make County parks clean and free of dumping of refuse, criminal activities, fires, environmental degradation and vandalism.

 Reduced energy costs by replacing outdated heating systems, insulation installation and window replacements, where possible and feasible.

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 Coordinated various volunteer efforts involving civic associations, not-for-profit groups, and private organizations. These partnerships provide the public with valuable recreational opportunities and educational programs. Completed some overdue projects, such as painting, garden planting, and cleanup projects. Initiated restoration of the rental unit at 525 Sunrise Way in Southold, which was severely damaged during Hurricane Sandy. This project is partially funded by a FEMA disaster assistance grant and the unit will be returned to the County’s rental rolls upon completion.

 Parks Maintenance Division staff demolished the dilapidated barn at Prosser Pines County Park, thereby saving the County thousands of dollars in contractor costs.

 The Parks Maintenance Division continued renovations of several cabins at Hubbard County Park, as well as outbuildings at Cedar Point County Park.

 In conjunction with Public Works, Parks continued restoration of Third House at Montauk County Park, including structural reinforcement of the floor and installation of a fire suppression sprinkler system.

 With funding from a NYS grant, the Department installed a new dog run at Gardiner County Park in West Bay Shore. The new dog run includes segregated areas for large and small breeds, as well as a recreational obstacle course for the dogs, constructed by Parks staff.

 Completed the installation of a walking/jogging path at Old Field Farm and a dedicated parking area for visitors.

 Manage approximately 40 Parks Rental Housing Units.

 Oversaw $2.3 million in Hotel/Motel Occupancy funds for 71 museum/historical programs, including the Suffolk County Vanderbilt Museum, the Suffolk County Historical Society, and the Walt Whitman Birthplace.

 Manage 127 agreements, which include sixteen revenue-generating concession agreements, as well as intermunicipal, historic and land use agreements. Management of Agreements include revenue collection, site visits, and ensuring that all aspects of their agreements are in compliance (insurance, labor forms, tax reporting, liquor licenses, etc.)

 The Division of Environmental Enforcement worked with various entities and agencies, including the New York State Department of Environmental Conservation, toward the restoration of the natural hydrology of tidal wetlands on the Peconic Bay. These projects result in increased diversity of native flora, improved waterfowl and shorebird habitat, natural mosquito control and the discouragement of phragmites. Goals and Initiatives The department plans to continue to provide clean, beautiful and desirable parks and to provide exemplary oversight and management. For 2021, the department will continue to promote the County’s parks with the goal of increasing attendance and to explore private public partnerships to expand services and increase operational efficiencies. Additionally, Parks will seek grant opportunities that will provide new funding, while expanding and improving facilities. 1-112

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2021 Executive Recommendations As stated in my transmittal letter, since the federal government has not acted in providing sufficient disaster assistance to deal with the economic effects of the COVID-19 pandemic, the County is forced to reduce funding for Parks, Recreation and Conservation. Permanent salaries will be reduced by $357,000.Additionally, temporary salaries will be reduced by $1.2 million, which will severely limit the number of seasonal Park employees. As a result of these reductions in funding for both permanent and seasonal employees, some County parks are likely to have to close or only have limited weekend-only operations. In addition, with the reduction in Hotel Motel Tax revenues, the County is forced to cut $1.3 million from County museums and non-profit entities. It is important to note that despite an estimated loss of 50% in revenues derived from the County’s Hotel Motel Tax in 2020, agencies were not cut in 2020, but will be cut in 2021. If the County receives sufficient disaster assistance from the federal government, or aid that can specifically be used for lost revenue, then these cuts may be restored.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 8,222,240 8,422,397 9,215,474 7,804,527 8,579,515 8,579,515 Equipment 1,340 2,750 1,372 7,503 7,503 7,503 Supplies, Materials, & Other Expenses 728,359 612,745 1,098,570 548,469 601,813 601,813 Contractual Expenses 876,878 639,973 1,347,464 637,273 736,323 736,323 001 - General Fund Total 9,828,818 9,677,865 11,662,880 8,997,772 9,925,154 9,925,154 003 - Grants Fund Equipment 13,949 0 13,445 0 0 0 Contractual Expenses 219,931 0 1,405 0 0 0 003 - Grants Fund Total 233,881 0 14,850 0 0 0 192 - Hotel/Motel Tax Culture & History

Fund Personal Services 1,232,683 1,328,112 642,207 1,293,647 929,691 929,691 Equipment 2,889 20,000 5,000 1,500 5,000 5,000 Supplies, Materials, & Other Expenses 329,584 557,663 276,793 329,489 297,603 297,603 Contractual Expenses 2,373,600 2,578,749 1,801,351 1,258,288 1,549,691 1,549,691 Employee Benefits 269,239 297,361 262,668 329,379 285,284 285,284 Interfund Transfers 334,352 350,629 208,861 350,629 181,595 181,595 192 - Hotel/Motel Tax Culture & History 4,542,346 5,132,514 3,196,880 3,562,932 3,248,864 3,248,864 Fund Total 477 - SC Water Protection Fund Personal Services 2,159,267 2,204,368 2,140,989 2,127,695 2,127,727 2,127,727 Equipment 192,705 202,500 152,600 59,342 151,300 151,300 Supplies, Materials, & Other Expenses 413,522 414,311 382,850 172,499 285,745 285,745 Contractual Expenses 40,806 58,677 43,225 30,702 42,552 42,552 477 - SC Water Protection Fund Total 2,806,299 2,879,856 2,719,664 2,390,238 2,607,324 2,607,324 Grand Total 17,411,344 17,690,235 17,594,274 14,950,942 15,781,342 15,781,342

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2021 Staffing

Fund Current Positions 18 1,116,087 12 776,770 12 776,770 Fund Total 18 1,116,087 12 776,770 12 776,770 477 - SC Water Protection Fund Current Positions 35 2,031,320 35 1,896,552 35 1,896,552 Fund Total 35 2,031,320 35 1,896,552 35 1,896,552 Department Total 140 8,160,364 140 7,487,687 140 7,487,687

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Police

Departmental Mission The Suffolk County Police Department’s mission is to provide and maintain a safe environment in which people can live and work. Every member of the Service acknowledges his or her obligation to provide professional services, by rendering aid to those in need, providing an environment free from fear, bringing to justice those who violate the law, and protecting all persons and property, in accordance with legal and ethical standards.

Department Description The Police Department, which is the largest accredited municipal agency in New York State, provides the following two levels of service to the residents of Suffolk County: Headquarters - Provides Countywide comprehensive and specialized services of law enforcement agencies within the County. Included within headquarters are the Offices of the Police Commissioner, Chief of Department, Chief of Detectives, Chief of Operations and Chief of Patrol, with many Bureaus and Sections under those Offices. Police District - Provides full police services to the unincorporated areas within the towns of Babylon, Brookhaven, Huntington, Islip and Smithtown. The Police District is funded by a separate property tax levied only upon the residents of the District. Activities and Accomplishments Fighting Crime and Increased Public Safety

 Violent crime decrease in 2019 by 5.2%, as compared to 2018, and total crime decrease by 8.2%. In 2019, narcotics-related search warrants confiscated 70 illegal handguns, along with the arrests of numerous individuals charged with trafficking those weapons.

 Violent crime and property crime are down 7% and 3%, respectively, and there was a 7% decrease in burglaries in 2019, compared to 2018. Total crime index in the County is down by 8.2%. Safeguarding the Public and the Community

 The School Active Violence Emergency (SAVE) Hotline, which allows priority access to the Police Communications Section for active shooter events, streamlining police response to an active violent school situation, continued to expand in 2019.

 To increase awareness of teenage distracted driving, the Department continued to promote the presentation “Crash Course in Crash Avoidance” seminar.

 The “Vamos Hablar” presentation is utilized to inform immigrant communities of their rights regarding driving, landlord/tenant and other issues. Increased Social Media Contacts

 The Department’s Facebook followers increased its reach to 115,531 people. The Crime Stoppers and Public Information Bureau continued its usage of the “SCPD Alerts” Facebook page, which is dedicated to showcasing Crime Alerts, Silver Alerts and Most Wanted subjects. The page increased its followers 26% to 8,656 in 2019.

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 The Department also maintains nine official Twitter pages, including one for Headquarters and one for each Precinct. In 2019, the total number of followers on the Twitter pages increased by more than 2,700 to 23,254 followers. Crime Stoppers

 In 2019, the Public Information Office issued 518 Press Releases, 89 Media Advisories, 591 Crime Alerts and 25 Silver Alerts.

 The tip submission system, called P3, updated in late 2019, which allows the public to upload tips via an app or through the website. The result was an upward trend in crime tips. Maintaining Highway Safety

 In 2019, 53,653 traffic summonses were issued, 559 offenders were arrested for DWI, coinciding with a 13.9% decrease in fatal motor vehicle crashes.. Alarm Management Program

 The Alarm Management Program was successfully implemented in 2016 and continues to be effective in reducing false alarm calls, thus saving the Department Patrol Division’s resources. School Resource Officers

 Ongoing presentations during 2019 included “Prescription Drug Abuse to Heroin,” “Gangs and Violence,” “Diversity Tolerance” and “Cyber Law and Vehicle Survival.” The “Ugly Truth” continues to train over 6,000 community members in the use of NARCAN.

 The permanent drug drop-off program, “Operation Medicine Cabinet” in each precinct, collected 8,188 pounds of pharmaceutical waste in 2019, contributing to over 59,968 pounds collected to date, since August 2010. Vape/E-Cigarette Awareness

 In response to an increased use of Vaping and E-Cigarette devices, the Community Relations Bureau developed a joint program with the Department of Mental Health to educate parents and community members of the dangers of the products. Taking Drugs Off the Street

 Continued the 24-hour hotline, in partnership with Suffolk County Crime Stoppers, for residents to report suspected drug activity in their neighborhoods.

 In 2019, 1,396 tips were provided to the 631-852-NARC hotline, opening 916 new cases, which resulted in 813 arrests. The number of narcotics search warrants executed in 2019 has also increased. Attacking the Opioid Epidemic

 A main focus of the Department is to continue to maintain the attack on the opiate drug epidemic that is negatively impacting the County. Working with the Nassau/Suffolk Heroin Task Force, and in close

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partnership with other federal, state and local law enforcement agencies assists the Department in achieving this goal.

 In an effort to obtain and cultivate actionable “real-time” intelligence, the Detective Division continues to follow-up on both fatal and non-fatal overdoses.

 In 2019, the Detective Division investigated and reviewed over 261 overdose deaths. Working closely with the District Attorney’s Office, U.S. Attorney’s Office and the Long Island Heroin Task Force, the Detective Division continued to make cases by gathering intelligence and targeting suspected heroin dealers and individuals who are believed to be the sources of supply for the drugs associated with these deaths. Active Shooter Training

 The Homeland Security Section coordinates initiatives for the Department, which include Active Shooter training for school administrators, faculty, parent groups and all County employees; Active Shooter drills; Terrorism Awareness lectures; Safety in the Sanctuary presentations and Bleeding Control classes. 74 building safety/security assessments were performed in 2019.

 Conducts vulnerability assessments of local Houses of Worship and other businesses. It is also actively engaged with the Department of Homeland Security to educate businesses and local organizations. Grant Funding Initiatives

 In 2019, the Department procured more than 49 grants, with over $9.3 million in funding. Goals and Initiatives There is continual emphasis on ethics and courtesy at all levels of the Police Department. Efforts continue on the implementation of data driven, intelligence led policing, to identify trends and patterns, and to make the most efficient use of resources available. The Department will continue to reach out to the community. The Department intends to increase the community’s participation in Nixle, in an effort to improve community involvement with the Department and its members, create Instagram pages for the precincts that are without them, and increase its followers on social media. Community Outreach presentations will also continue to educate the public about Identity Theft. The Department will continue to advance Active Shooter training for County residents, businesses, schools, first responders and law enforcement personnel, including civilians. Additionally, the Department’s goals for 2021 include increasing public awareness of the Crime Stoppers program by distributing posters, brochures and other printed materials in English and Spanish. The Department will continue to work with other entities in an effort to better serve our community. For 2021, the department plans to advance operations with the FBI in investigations of gang violence and to continue to target individuals and groups that engage in financial crimes. The Department also plans to perform drills with Patrol Bureau, associated law enforcement agencies, fire, and emergency medical service agencies, which will include tabletop, functional and full-scale exercises. In cooperation with federal, state and local partners, the Department will continue to concentrate on gang members who are involved in violent crimes.

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In Addition, the Department will continue its investigative focus upon opiate overdose incidents with the goal of identifying and arresting suspected dealers. Moreover, the Department will continue to seek available grant funding to expand programs, existing initiatives and new capabilities.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 115,839,757 120,602,620 120,015,255 120,607,089 115,578,260 115,578,260 Equipment 4,985 23,600 0 192,706 192,706 192,706 Supplies, Materials, & Other Expenses 2,434,072 2,834,943 2,303,880 2,859,943 2,741,313 2,741,313 Contractual Expenses 2,200,849 2,294,480 2,233,281 2,369,480 1,976,336 1,976,336 001 - General Fund Total 120,479,663 125,755,643 124,552,416 126,029,218 120,488,615 120,488,615 003 - Grants Fund Personal Services 4,679,219 0 4,646,472 0 0 0 Equipment 1,278,447 0 1,837,453 0 0 0 Supplies, Materials, & Other Expenses 84,732 0 354,698 0 0 0 Contractual Expenses 529,331 0 3,242,084 0 0 0 Employee Benefits 888,796 0 867,135 0 0 0 Interfund Transfers 350,700 0 0 0 0 0 003 - Grants Fund Total 7,811,226 0 10,947,842 0 0 0 102 - Public Safety Comm Sys E-911 Fund Personal Services 10,155,129 10,570,333 10,952,692 11,543,430 11,132,072 11,132,072 Equipment 0 3,000 0 2,824 5,824 5,824 Supplies, Materials, & Other Expenses 242,749 334,126 298,177 337,606 337,606 337,606 Contractual Expenses 3,838,272 4,177,605 4,151,909 4,143,266 4,146,877 4,146,877 Employee Benefits 2,653,087 2,686,517 2,720,139 2,818,240 2,818,240 2,818,240 102 - Public Safety Comm Sys E-911 Fund 16,889,237 17,771,581 18,122,917 18,845,366 18,440,619 18,440,619 Total 115 - Police District Fund Personal Services 374,312,889 372,727,039 379,963,653 382,072,879 369,247,434 369,247,434 Equipment 27,840 49,410 9,093 49,089 49,089 49,089 Supplies, Materials, & Other Expenses 1,971,140 3,025,818 2,268,693 2,722,786 2,698,331 2,698,331 Contractual Expenses 10,641,909 10,688,578 10,692,655 10,539,343 5,949,500 5,949,500 Employee Benefits 134,991 151,365 151,365 151,365 151,365 151,365 115 - Police District Fund Total 387,088,770 386,642,210 393,085,459 395,535,462 378,095,719 378,095,719 Grand Total 532,268,895 530,169,434 546,708,634 540,410,046 517,024,953 517,024,953

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 750 77,323,067 756 76,900,836 756 76,900,836 Fund Total 750 77,323,067 756 76,900,836 756 76,900,836 102 - Public Safety Comm Sys E-911 Fund Current Positions 162 9,572,489 162 9,151,131 162 9,151,131 Fund Total 162 9,572,489 162 9,151,131 162 9,151,131 115 - Police District Fund Current Positions 2,628 227,123,212 2,622 236,978,279 2,622 236,978,279 Fund Total 2,628 227,123,212 2,622 236,978,279 2,622 236,978,279 Department Total 3,540 314,018,768 3,540 323,030,246 3,540 323,030,246

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Probation

Departmental Mission Probation’s central mission is to provide community protection and client assistance/rehabilitation through the implementation of a vast array of programs. The Department provides community supervision for both sentenced and pre-trial offenders. The Department assists juveniles and adults in obtaining needed services. Probation provides a viable cost-effective alternative to jail, while reducing the risk of re-offending.

Department Description Probation has the following responsibilities: Intake – A term used to describe Probation Family Court services, which include the preparation of petitions on family court cases, related to support, paternity, custody, orders of protection, domestic violence, visitation, and conciliation. Intake serves the juvenile population of Persons In Need of Supervision (PINS) and Juvenile Delinquency (JD). The goal is to address the needs of the youth and their families before moving further into the juvenile justice system. Investigations – Serves both Criminal Court and Family Court. For Criminal Court, Probation prepares pre- sentence investigation reports for any defendant convicted of a felony and in certain misdemeanor cases. For Family Court, Probation prepares pre-disposition investigation reports for juvenile delinquency and adoption cases. Investigative reports help the courts determine the appropriate dispositions for the cases. Supervision – Serves both Criminal Court and Family Court. Probation supervision ensures that all conditions of probation (as imposed by the courts) are followed. Supervision includes regular monitoring at varying levels of contact and assisting the probationer in accessing a range of services and resources appropriate to their needs. Pre-Trial Services - Probation provides Pre-trial Supervised Release for pre/post-plea defendants, in lieu of jail. Participants in Supervised Release engage in a range of services, including substance use treatment, mental health counseling, behavioral treatment, or other services based upon need. Specialized Services – Probation manages juvenile detention, residential placement, and diversion programs for PINS and JD youth. Probation oversees the Long Island Regional Youth and Justice Team, the Suffolk County STOP-DWI program and the Suffolk County Reentry Task Force. Activities and Accomplishments

 Suffolk County continues to see a low number of juveniles arrested for delinquency. The number of juveniles arrested in 2018 remained unchanged from 2017. Overall, the number of juvenile arrests are down from a high of 342 juvenile arrests in 2015 to 236 in 2018. The number of juveniles referred to placement remains low. Juveniles placed in 2018 remained unchanged from 2017. The overall number of juvenile placements are down from a high of 125 in 2014 to 46 in 2018.

 Probation provided 20 Gang Awareness Presentations and trainings to schools and community groups in 2019. A total of 1,461 adults and 2,830 juveniles participated in the Gang Awareness presentations. In the first five months of 2020, nine Gang Awareness Presentations were held educating 190 adults and 600 youth.

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 In 2019, Probation completed 8,189 petitions for the Family Court on matters of paternity, custody and visitation, non-support and family offenses. This is consistent with the 2018 rate.

 New Family Court Supervision cases increased from 107 in 2018 to 163 in 2019. This change is most likely the result of 16 and 17 year olds moving from Criminal Court to Family Court under the Raise the Age Legislation.

 Probation conducted 2,614 Criminal Court pre-sentence investigations in 2019, down from 3,090 in 2018. Probation supervised 12,025 adult Criminal Court cases in 2019, up from 11,221 in 2018.

 Probation collected $1.3 million in restitution fees in 2019, down from $1.4 million in 2018.

 Oversaw 19 state and federal grant programs in 2019. Grant funds support multiple departments and agencies, providing services for drug courts, domestic violence, juvenile justice, reentry and other justice programs.

 Continued the Children All Need Good Experiences (CHANGE) program (under the Comprehensive Alternatives to Incarceration (CATI) initiative). In 2019, the CHANGE program provided 4,776 gang prevention and intervention services in the Central Islip, South Country, Wyandanch and Brentwood School Districts. Services included community education and support through community grieving circles, STRONG Talks, and street outreach. The program delivered 202 social/emotional workshops, group sessions and after school sessions in these school districts. The program provided intensive intervention services for 123 individual high-risk youth engaged in gang, criminal, street, substance abuse, and/or truant behaviors. Goals and Initiatives New York State has undergone major juvenile justice and criminal justice reforms over the past two years. These reforms have a direct impact on the work of the Department. Raise the Age legislation, fully implemented in October of 2019, allowed Probation to hire additional staff in Family Court to meet the needs of 16 and 17 year old youth no longer processed in the adult criminal court. PINS reform, effective January 2020, eliminated detention of PINS youth and eliminated the state reimbursement of PINS youth sent to placement. The reform also required Probation to expand assessment and case planning for PINS youth. Probation will continue to revise the policies and procedures for meeting the needs of PINS youth through evidence based programs and practices. Probation received funding for the Juvenile Drug Court to increase capacity and enhance services. The funding supports a full-time psychiatric social worker, to perform the duties of a program coordinator and allows Probation Officers to deliver evidence-based treatment interventions and provide guidance for therapeutic judicial oversight. In January 2020, Bail Reform Legislation took effect increasing the numbers of persons referred for supervised release. Probation will continue to monitor the impact of bail reform and determine the resources needed for increased supervised release services. In June of 2020, Suffolk County received funding from the U.S. Department of Justice to assist law enforcement agencies in responding to the Coronavirus pandemic. Probation will use these funds to increase the capability of Probation Officers to provide supervision and treatment through video conferencing. In addition, Probation Officers will deliver the evidence based

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Interactive Journaling training to probationers remotely, thus reducing the number of face-to-face individual and group sessions with probationers.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 27,052,736 29,301,313 27,372,738 28,640,030 27,366,318 27,366,318 Equipment 7,754 56,046 860 54,600 54,600 54,600 Supplies, Materials, & Other Expenses 863,578 1,055,654 803,035 875,909 933,909 933,909 Contractual Expenses 12,776,685 10,080,630 9,270,047 9,237,656 8,627,988 8,627,988 001 - General Fund Total 40,700,753 40,493,643 37,446,680 38,808,195 36,982,815 36,982,815 003 - Grants Fund Personal Services 202,970 0 261,112 0 0 0 Equipment 11,779 0 80,221 0 0 0 Supplies, Materials, & Other Expenses 5,287 0 58,730 0 0 0 Contractual Expenses 744,942 0 1,064,485 0 0 0 Employee Benefits 31,519 0 67,718 0 0 0 Interfund Transfers (1,269) 0 31,211 0 0 0 003 - Grants Fund Total 995,227 0 1,563,477 0 0 0 Grand Total 41,695,980 40,493,643 39,010,157 38,808,195 36,982,815 36,982,815

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 439 26,365,786 439 25,683,766 439 25,683,766 Abolished Positions (1) (55,792) 0 0 Fund Total 438 26,309,994 439 25,683,766 439 25,683,766 003 - Grants Fund Current Positions 3 0 3 0 3 0 Fund Total 3 0 3 0 3 0 Department Total 441 26,309,994 442 25,683,766 442 25,683,766

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Public Administrator

Departmental Mission By appointment of the Surrogate Court of Suffolk County, the Public Administrator is charged with acting on behalf of deceased persons and minors who have no legally recognized fiduciary of their estate or guardian of their property.

Department Description The Public Administrator is responsible for:  Authorizing funerals and making arrangements, where no person qualified by the Public Health Law is available, and arranging for funerals of indigents, in cooperation with Social Services.  Taking possession of, collecting, and securing personal and real property of decedents.  Collecting rents and managing real property.  Paying administrative expenses, debts, claims, and attorney's fees, as authorized by the Court.  Distributing estates funds, after settlement of accounts to distributees, legatees or to the New York State Comptroller, when payable to unknowns, or if known but if whereabouts are unknown to the Suffolk County Comptroller.  Acting as guardian of the property of minors, where appointed, as such by the Suffolk County Surrogate. Activities and Accomplishments  In 2019, the Public Administrator earned $509,481 in commission permitted by the Surrogate Court.  Continued maintenance of accurate estate accounting records relative to banking, liquidation of capital, insurance policies, stocks and bonds, real estate and cars.  The table below details 2019 workload statistics for the Public Administrator:

Workload Amount Estates 62 Trusts 3 Real Property Parcels 14 Guardianships 33 Cash Responsibility $15.9 million Guardianship Funds $1.4 million Investigations 155 Properties Sold 15 Goals and Initiatives As a result of the Covid-19 pandemic, the efficiency and operation of the Public Administrator’s office was temporally affected. Due to the continued dedication of the staff and counsel, however, the office has now been able to regain the efficiency of its operations, in accordance with the guidelines under which we operate. For 2021, the Public Administrator intends to increase its ability to serve the public and administer the estates

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for which they are responsible in a timely fashion. With that goal in mind, the Public Administrator anticipates to see its revenue return to a pre-Covid-19 level.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 436,584 480,048 487,656 505,993 474,658 474,658 Supplies, Materials, & Other Expenses 3,780 4,273 4,914 4,143 4,169 4,169 Contractual Expenses 8,717 8,795 9,200 8,840 8,840 8,840 001 - General Fund Total 449,081 493,116 501,770 518,976 487,667 487,667 Grand Total 449,081 493,116 501,770 518,976 487,667 487,667

2021 Staffing

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Departmental Mission The mission of the Department of Public Works is to fulfill the County’s architectural, transportation, fleet, highway design, construction, sanitation, vector control, and building and grounds maintenance needs.

Department Description The Suffolk County Department of Public Works has the following responsibilities: Administration, Finance & Support Services/Payroll & Personnel - The Finance & Support Services unit oversees accounting, budgeting for revenue, capital, operating funds, and print shop and mail/messenger services. This Division also processes all sewer payments. The Payroll & Personnel unit oversees payroll and human resources for approximately 680 employees. Buildings Design & Construction/Facilities Engineering - Oversees the Capital Construction Program for both new construction and retrofitting of existing County facilities. These divisions conduct all energy related construction work including, but not limited to, evaluation and implementation of alternative energy projects, photovoltaic, wind and others. In addition, these divisions serve as building system and energy subject matter experts for all County departments and review all capital building program requests during the programming cycle. Building Operation, Maintenance Custodial & Security Services - Maintains more than 300 County and court facilities comprising 4.9 million square feet and provides custodial service at over 80 locations representing approximately 3.1 million square feet of facility space. Fleet Services - Provides County employees with safe and reliable vehicles and equipment, administers effective management of the maintenance and repair of County assets to ensure low costs and maintain departmental operations at peak efficiency and readiness. The County fleet consists of 2,886 vehicles and 1,641 pieces of equipment. The division acquires, maintains, and decommissions vehicles and equipment, as well as operates and maintains 20 fuel sites throughout Suffolk County. Highway & Grounds Maintenance - Maintains approximately 2,041 lane miles, including snow removal, pothole repair, and tree trimming to improve site distance, and operation and maintenance of four moveable bridges. The unit also oversees the performance of spillways, bulkheads, docks, marinas and jetties. Additional responsibilities include the relocation of County offices, assisting other departments with special projects, and the maintenance of exterior areas at over 35 County office facilities, including grounds, parking areas and roadways. Highways, Structures & Waterways Engineering - Responsible for the maintenance, reconstruction, resurfacing and major repair of approximately 2,041 lane miles, 110 fixed bridges (39 New York State bridges where we maintain the wearing surface), 194 culverts, four movable bridges, 57 spillways, 31 bulkheads, various docks, marinas, and jetties. Ensures safe navigation of approximately 80 priority navigational channels throughout the County by dredging for public benefit along with maintaining the associated regulatory authorizations. Sanitation Operation & Maintenance, Engineering, Inspection/Permitting, Industrial Waste Laboratory – Oversees, operates, maintains and upgrades the 26 County owned sewer districts, which includes over 1,250 miles of sanitary gravity sewer and force main piping, 102 sewage pumping stations and 24 wastewater treatment plants throughout the County. The Industrial Waste unit monitors commercial and industrial discharges treated at the wastewater treatment plants and the Sanitation Division’s Wastewater Laboratory analyzes sewer samples for process evaluation and required reporting to State and Federal agencies. County tankers haul sludge from County 1-129

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owned plants in the range of 27 million gallons per year for treatment at the Scavenger Waste facility, which also accepts septic system waste. The Sewer Agency reviews potential out of district connections. The engineers and inspectors design, review and inspect sewer projects, as well as respond to "811-Call-Before-You-Dig" utility mark out requests for the County owned infrastructure. Transportation - Administers and monitors the operation of the Suffolk County Transit System, including ParaTransit Services. The division also provides transportation, planning, and reporting, as required by the State and Federal governments. Represents the County at the New York Metropolitan Transportation Council. Prepares and executes United States Department of Transportation/Federal Transit Administration and New York State Department of Transportation (NYSDOT) Capital Transit Grants. Vector Control - Undertakes an integrated mosquito control program through the Annual Vector Control Plan of Work for the reduction of mosquito-borne diseases, including West Nile and Eastern Equine Encephalitis, as well as monitoring for introduction of new species. Works on marsh restoration projects, as outlined in the Wetlands Stewardship Program, to reduce the need for pesticide applications. Develop and maintain a program for the study and potential control of ticks, tick-borne diseases and their impact on the County. Activities and Accomplishments Administration, Finance & Support Services/Payroll & Personnel

 The Operating Budget Accounting Unit maintained records of financial data, administered payments, initiated budget transfers, and produced the annual operating budget request submittal. In 2019, the unit submitted 8,433 invoices and 5,153 direct payment requests.

 The Capital Budget Accounting Unit oversaw 291 major capital program projects with an approximate total appropriated amount of $2 billion. The unit maintained records of financial data, contractual information, administered payments, produced the annual Capital Budget request submittal, coordinated the semi-annual borrowing request of divisions along with Audit and Control and the County Executive’s Office of Budget and Management, and managed grant awards totaling approximately $220 million.

 The Revenue Accounting Unit found 85 accounts through an "unconnected parcels" project that were not being billed, which realized $13,500 in back billed revenue and $14,000 in additional annual revenue. Additionally, 250 new connections were added to the billing system.

 The Support Services Unit processed over 1.4 million pieces of USPS mail and produced 17,573,599 print impressions. The unit implemented a new Print Shop management information system that includes a web-based storefront, allowing internal customers to order forms and submit print requests online. Installed a new document development and mailing software that expands the unit's ability to process complex print/mail requests efficiently, and to scale up the use of electronic return receipt.

 The Purchasing Unit was moved from the Department of Public Works to the Office of the County Executive in June, 2020.

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Buildings Design & Construction and Facilities Engineering Divisions

 Completed an improved Capital Program Database for better monitoring of Capital projects.

 Designed and completed several large and small energy conservation projects by using annual contractors, including but not limited to, mechanical equipment, lighting retrofit projects and a rooftop solar panel installation (CP1664).

 Collected utility rebates on four projects totaling $90,801.

 Expanded and improved GIS map layers and data management tools for multiple data sets, including County buildings and underground injection control wells.

 Commenced construction for Phase 3 Improvements to: CP1643 - Riverhead County Center; CP1664 - BOE HVAC Improvements; CP7510 - Third House Building Safety Improvements. Highway & Ground Maintenance

 Completed over 3,000 inquiries from the general public and over 755 work order requests from various department, divisions and public agencies. This is in addition to the normal daily maintenance of County roads.

 Recovered over $100,000 in accident claims from damage to Suffolk County Highway property.

 Rebuilt Highway Maintenance salt storage facility on CR 97 and built a new storage building in Riverhead for easier access of salt/equipment for the eastern zone.

 Assisted various agencies throughout Suffolk County in emergency related events and special requests for equipment and/or manpower

 Streamlined the constituent response system from paper forms to an electronic database, which eliminated the maintenance of paper copies. Highways Structures/Waterways Engineering

 In 2019, eight highway and bridge projects were under construction, placing 68,000 tons of asphalt and 4,754 cubic yards of concrete on our roads and bridges. Of these, five will receive Federal and/or State aid reimbursement of between 80% - 95%. Managed an overall Federal aid program of $348 million, working closely with our FHWA and NYSDOT partners.

 Dredged 25 priority waterways, within six County towns, providing safe navigation and public benefit for residents. Placed approximately 217,000 cubic yards of surplus material (sand) along three miles of shoreline, supporting the public's enjoyment of these waterfront resources, while enhancing coastline resiliency and providing infrastructure protection. County forces completed 20 of these locations, saving approximately $4 million in the Capital Budget.

 Managed and maintained $208 million in the Suffolk County Federal Fiscal Year (FFY) 20-24 Transportation Improvements Program (TIP).

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 Secured an additional $8.6 million in federal funding authorizations from the Federal Highway Administration (FHWA). Sanitation Division

 Reviewed engineering reports and plans for sewer agency and subdivision projects that include Wastewater Treatment Plants (WWTP), Pump Stations and Force Mains (PS/FM) and Collection Systems for 38 projects.

 Managed ongoing design process for Suffolk County Coastal Resiliency Initiative projects-SCCRI (Patchogue, Carll's, Forge, Oakdale); MacArthur Industrial, Sayville, Oakdale Extension, Port Jefferson Station Hub, Huntington Station Hub, Brentwood; Central Islip Sewer Feasibility Studies; Kings Park/Smithtown; Awixa Creek Pump Station; SD 23 Coventry Manor.

 Awarded contract for SD 12 Birchwood wastewater treatment plant upgrade.

 Managed ongoing construction projects including SD 3 Outfall, Expansion, Grit, Final Effluent Pump Station (FEPS); SD 18 Hauppauge Industrial Park Sewer Project; Ronkonkoma Hub Sanitary Force Main Piping Systems.

 Completed GPS coordinates of several districts and improved Sanitation Division GIS viewer; scanned documents and made them interactive with the arc viewer and available in the field for operations and maintenance use during emergencies.

 Conducted nine Sewer Agency meetings to consider 57 applications and seven capital projects.

 Continued development of the Laboratory Information Management System (LIMS) and performed 28,500 analyses on sewer samples.

 In 2019, the Sewer Permit Office completed:

o Residential connection permits (220) and as built research, fee collection, permits packet review, field inspections, signoff and billing status update.

o Commercial sewer connections (177), disconnects (23), and grease trap replacements (7).

o In accordance with "811-Call-Before-You-Dig compliance, performed 6,606 Sewer Utility Mark outs.

 The Industrial Waste Unit processed 159 Special Connection Permit Applications, issued 282 Discharge certification permits, conducted 2,852 Industrial User inspections, collected 2,326 Industrial Wastewater samples, and responded to seven emergency incidents. Conducted two Compliance Conferences. Through these actions, the unit assessed and/or collected $49,350 in monetary fines, penalties and damages. In accordance with State Pollutant Discharge Elimination System (SPDES) permit requirements. In addition, 464 wastewater and monitoring well samples were collected from the County's various sewage treatment plants (STPs).

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 Staff operated wastewater treatment plants and pump stations, performed routine maintenance at all locations, conducted preventative maintenance, ordered and maintained inventory to complete mechanical equipment upgrades, hauled sludge, made collection system repairs and maintained site landscaping and snow removal. Transportation Division

 Set record rider levels for SCAT ParaTransit service. Over 752,000 passengers rode SCAT in 2019, an increase of 4.4% over 2018. Served a ridership of over 3.6 million for Suffolk Transit Fixed Route Bus Service.

 Awarded two new FTA grants in 2019. These grants included $5.2 million in Section 5307 funding for various capital projects, including the installation of bus stop signs and $4 million in Section 5307 funding for various capital projects, including bus shelters, a timetable study, modules, which is to add functionality to the paratransit reservation system, and surveillance cameras for fixed route buses.

 Received delivery of 22 new hybrid electric transit buses. These new buses replaced older buses in the County fleet; thereby, reducing greenhouse gas emissions, increasing fuel economy, and lowering operating costs.

 Installed the County's first bus shelters with solar lighting for increased visibility and security at night.

 Increased service on the S66 route. Now, provide bus service on this route every ½ hour during AM and PM peak periods on weekdays, instead of every hour. The 12:00 PM westbound weekday trip was reinstated, and four extra evening trips were added, along with two eastbound and two westbound. The last S66 buses now leaves Patchogue at 8:00 PM and Riverhead at 8:30 PM, compared to 6:30 PM and 6:50 PM, respectively. Vector Control

 Mosquito control actions are undertaken, per the Annual Vector Control Plan of Work and under NYSDEC permits for the reduction of mosquito-borne diseases, including West Nile and Eastern Equine Encephalitis. Emphasis continues on undertaking marsh restoration projects, as outlined in the Wetlands Stewardship Program to reduce the need for pesticide applications. Restoration of the Gardiner's County Park East and West wetlands has been completed.

 Using post Sandy Coastal Resiliency funding, wetland restoration projects are proceeding at West Sayville, Gardiners, Timber Point and Smith Point County Parks are proceeding under Federal Grants from FEMA and the National Fish and Wildlife Foundation.

 Vector Control continues to work with the Suffolk County Tick Control Advisory Committee to study tick populations, tick-borne diseases and their impacts on the County. Ongoing research projects are being conducted testing various tick control products, including 'green' marketed natural oils and traditional pesticides for control efficacy and practical application.

 The Legislature approved funding for a capital project to undertake an environmental review for a tick control pilot program at Indian Island County Park. The results of the environmental review and best

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management practices would be used to assist other municipalities in developing tick control efforts through the Shared Services Initiative. Goals and Initiatives The Buildings Design & Construction and Facilities Engineering divisions will continue to work to advance Innovative Alternative Onsite Wastewater Treatment System (IA/OWTS) projects at multiple County Park sites (CP8733). West Sayville, Timber Point, and Peconic Dunes are the next sites slated for construction. Additionally, the unit will complete the ongoing construction of Phase 3 Improvements to Riverhead County Center (CP1643), BOE HVAC Improvements (CP1664), Riverhead Power Plant Switchgear Replacements (CP1715), H. Lee Dennison Building Lighting and Emergency Generator Replacements (CP1659), DPW Bathroom Renovations (CP5194), Cohalan RTA Holding Area (CP6017), Third House Building Safety Improvements (CP7510) and Cedar Island Lighthouse Phase 1 Restoration (CP7513). In 2019, as part of an overall effort to enhance operating efficiency, the Fleet Services division began to centralize many of the fleet functions across the County. This includes new vehicle acquisitions, which take advantage of clean technology that will reduce the overall County fuel consumption. In addition, the division implemented a driver identification system through the existing GPS program for non-public safety vehicles. Vehicles with high mileage and high repair rates were replaced with leases that include vehicle maintenance. This includes 56 vehicles for the District Attorney that were previously rented; thereby, reducing monthly costs to less than half for this group of vehicles. Fleet received delivery of 91 public safety vehicles using the shared service contract led by Westchester county, which qualified the County to submit a cost saving reimbursement to NYS. A contract has been awarded to Napa with implementation expected to begin in the fourth quarter of 2020 for the purchase of automotive parts. The model is changing from a County-owned inventory model to a vendor-owned inventory model, which will eliminate the need to carry a substantial inventory of parts. Fleet Services also closed underutilized CNG sites in Westhampton and in Commack, and renovated the Nicolls Road Fuel site to include the addition of unleaded fuel pumps. The notification process for red light camera tickets was also centralized and streamlined. By 2021, Public Works plans to reengineer the pool-car process to reduce the need for individual department assignment of pool vehicles. This change will improve overall fleet utilization and reduce service calls for the assigned vehicles that often sit unused. In addition, the Department will undertake an evaluation of overall vehicle use, to determine if mileage and hours of usage justify and support the cost of ownership. The initiative is expected to achieve an overall reduction of the County's fleet by instituting repairs, which are necessary to maintain the County's fleet. The Highway Maintenance division plans to update the work order database utilized to minimize paperwork and maximize production, and to streamline maintenance processes with training and new equipment. The Division will work with Fleet to design a system that is more effective at maintaining the County’s equipment. The Division will also continue to recover insurance proceeds for the County in accident claims resulting from damage to Suffolk County highway properties. The Highways, Structures and Waterways division's plans for 2021 include the letting of eight construction projects with an approximate value of $26 million. The Division manages 17 ongoing capital projects with a total projected value of approximately $90 million. In addition, the Division has approximately 30 highway and structure projects in design, with an estimated construction cost of $180 million. Significant projects in design include the Smith Point Bridge, a Feasibility Study of CR 39, the CR 97 Bus Rapid Transit, Pedestrian Safety Action Plan (PSAP), and the Shinnecock Canal Locks Replacement Study. Wetlands restoration activities, considered a best management practice for reducing pesticide applications, have been expanded to include multiple marshes within the County utilizing funds from various state and 1-134

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federal grants. The expected reduction in pesticide use in 2021 should result in cost savings, while benefiting the environment and continuing to protect the public from mosquito-borne diseases. The Division of Vector Control is also focused on developing and implementing a tick control project. This pilot project and environmental review will develop tick reduction strategies not only for Suffolk County, but also as a shared services initiative that extends to towns and villages.

2021 Executive Recommendations As stated in my transmittal letter, since the federal government has not acted in providing sufficient disaster assistance to deal with the economic effects of the COVID-19 pandemic, effective July 1, 2021, the County is forced to eliminate 19 routes from the County’s current bus service. The County is also forced to reduce funding for essential services for Public Works through a $1.4 million reduction in salaries. If the County receives sufficient disaster assistance from the federal government, these cuts may be restored.

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 21,602,344 22,885,516 21,661,639 22,073,800 21,019,348 21,019,348 Equipment 17,887 44,565 21,360 46,007 37,308 37,308 Supplies, Materials, & Other Expenses 8,473,314 9,151,765 7,741,963 8,683,236 8,592,229 8,592,229 Contractual Expenses 147,813,367 154,277,580 151,961,268 149,959,155 142,976,425 142,976,425 001 - General Fund Total 177,906,913 186,359,426 181,386,230 180,762,198 172,625,310 172,625,310 003 - Grants Fund Personal Services 35,570 0 60,200 0 0 0 Employee Benefits 8,626 0 4,779 0 0 0 003 - Grants Fund Total 44,196 0 64,979 0 0 0 016 - Inter-Department Operation & Svc

Fund Personal Services 2,283,425 2,494,023 2,386,171 2,767,270 2,391,107 2,391,107 Equipment 2,500 0 0 2,400 0 0 Supplies, Materials, & Other Expenses 8,330,614 8,525,092 6,634,681 6,743,690 7,141,390 7,141,390 Contractual Expenses 451,617 459,500 337,000 329,500 327,000 327,000 Principal on Debt 2,268,921 2,432,159 2,447,336 2,456,337 2,562,384 2,562,384 Interest on Indebtedness 854,274 888,168 886,445 718,721 870,877 870,877 016 - Inter-Department Operation & Svc 14,191,351 14,798,942 12,691,633 13,017,918 13,292,758 13,292,758 Fund Total 105 - County Road Fund Personal Services 5,576,790 5,963,606 5,238,830 5,886,548 5,577,661 5,577,661 Equipment 174,265 79,440 72,440 66,000 66,000 66,000 Supplies, Materials, & Other Expenses 3,393,994 4,379,969 2,766,840 4,065,469 4,058,775 4,058,775 Contractual Expenses 200,114 244,351 224,936 242,706 242,058 242,058 Employee Benefits 1,459,452 1,494,195 1,403,588 1,420,577 1,420,577 1,420,577 105 - County Road Fund Total 10,804,615 12,161,561 9,706,634 11,681,300 11,365,071 11,365,071 201 - Sewer Dist #01 Port Jefferson Fund Equipment 69,439 100,000 100,000 100,000 100,000 100,000 Supplies, Materials, & Other Expenses 129,413 236,620 236,620 246,620 236,620 236,620 Contractual Expenses 296,246 353,750 353,750 353,750 353,750 353,750 201 - Sewer Dist #01 Port Jefferson Fund 495,099 690,370 690,370 700,370 690,370 690,370 Total 202 - Sewer Dist #02 Tallmadge Woods Fund

Equipment 19,954 45,500 45,500 45,500 45,500 45,500 Supplies, Materials, & Other Expenses 33,691 79,715 79,715 79,715 79,715 79,715 Contractual Expenses 85,873 110,000 110,000 110,000 110,000 110,000 1-135

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2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 202 - Sewer Dist #02 Tallmadge Woods Fund 139,517 235,215 235,215 235,215 235,215 235,215 Total 203 - Sewer Dist #03 Southwest Fund Personal Services 6,659,699 7,376,792 6,502,221 8,030,884 7,561,789 7,561,789 Equipment 292,802 632,750 482,000 637,750 509,300 509,300 Supplies, Materials, & Other Expenses 12,096,052 15,119,900 14,201,299 16,987,900 16,718,500 16,718,500 Contractual Expenses 4,390,937 5,667,100 5,460,100 5,907,100 5,707,100 5,707,100

203 - Sewer Dist #03 Southwest Fund Total 23,439,489 28,796,542 26,645,620 31,563,634 30,496,689 30,496,689

204 - Sewer Dist #04 Smithtown Galleria

Fund Equipment 86,146 100,000 100,000 100,000 100,000 100,000 Supplies, Materials, & Other Expenses 47,258 178,013 168,013 178,013 168,013 168,013 Contractual Expenses 31,851 105,900 85,900 105,900 85,900 85,900 204 - Sewer Dist #04 Smithtown Galleria 165,254 383,913 353,913 383,913 353,913 353,913 Fund Total

205 - Sewer Dist #05 Strathmore-Hunt Fund

Equipment 38,962 115,250 115,250 115,250 115,250 115,250 Supplies, Materials, & Other Expenses 88,337 141,309 141,309 141,309 141,309 141,309 Contractual Expenses 94,527 103,615 103,615 103,615 103,615 103,615 205 - Sewer Dist #05 Strathmore-Hunt Fund 221,826 360,174 360,174 360,174 360,174 360,174 Total 206 - Sewer Dist #06 Kings Park Fund Equipment 49,913 40,000 40,000 50,000 50,000 50,000 Supplies, Materials, & Other Expenses 53,074 123,450 120,450 133,450 130,450 130,450 Contractual Expenses 156,817 166,945 166,945 166,945 166,945 166,945

206 - Sewer Dist #06 Kings Park Fund Total 259,804 330,395 327,395 350,395 347,395 347,395

207 - Sewer Dist #07 Medford Fund Equipment 109,379 150,000 150,000 150,000 150,000 150,000 Supplies, Materials, & Other Expenses 271,640 528,876 489,376 528,876 489,376 489,376 Contractual Expenses 336,142 419,000 419,000 419,000 419,000 419,000

207 - Sewer Dist #07 Medford Fund Total 717,160 1,097,876 1,058,376 1,097,876 1,058,376 1,058,376

208 - Sewer Dist #08 Strathmore-Ridge Fund Equipment 0 14,251 14,251 15,000 15,000 15,000 Supplies, Materials, & Other Expenses 474 10,991 9,991 11,540 11,540 11,540 Contractual Expenses 143,862 146,185 145,887 146,185 146,185 146,185 208 - Sewer Dist #08 Strathmore-Ridge Fund 144,336 171,427 170,129 172,725 172,725 172,725 Total

209 - Sewer Dist #09 College Park Fund

Supplies, Materials, & Other Expenses 55,447 118,948 112,198 118,948 112,198 112,198 Contractual Expenses 23,907 36,692 36,692 36,692 36,692 36,692 209 - Sewer Dist #09 College Park Fund 79,354 155,640 148,890 155,640 148,890 148,890 Total

210 - Sewer Dist #10 Stony Brook Fund Equipment 12,318 44,000 40,000 44,000 40,000 40,000 Supplies, Materials, & Other Expenses 52,675 133,510 131,510 133,510 131,510 131,510 Contractual Expenses 96,934 106,200 106,200 106,200 106,200 106,200 210 - Sewer Dist #10 Stony Brook Fund 161,928 283,710 277,710 283,710 277,710 277,710 Total

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2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 211 - Sewer Dist #11 Selden Fund Equipment 158,836 200,000 200,000 200,000 200,000 200,000 Supplies, Materials, & Other Expenses 359,930 501,199 495,662 501,199 495,662 495,662 Contractual Expenses 625,589 737,200 718,200 737,200 718,200 718,200

211 - Sewer Dist #11 Selden Fund Total 1,144,355 1,438,399 1,413,862 1,438,399 1,413,862 1,413,862

212 - Sewer Dist #12 Birchwood/Holbrook

Fund Equipment 23,364 28,000 28,000 28,000 28,000 28,000 Supplies, Materials, & Other Expenses 57,362 108,397 98,397 126,447 98,397 98,397 Contractual Expenses 86,765 129,950 129,950 129,950 129,950 129,950 212 - Sewer Dist #12 Birchwood/Holbrook 167,491 266,347 256,347 284,397 256,347 256,347 Fund Total

213 - Sewer Dist #13 Wind Watch Fund

Equipment 10,000 30,000 30,000 30,000 30,000 30,000 Supplies, Materials, & Other Expenses 77,237 118,823 118,823 118,823 118,823 118,823 Contractual Expenses 101,103 124,975 124,975 124,975 124,975 124,975 213 - Sewer Dist #13 Wind Watch Fund 188,340 273,798 273,798 273,798 273,798 273,798 Total 214 - Sewer Dist #14 Parkland Fund Equipment 52,090 86,761 86,761 86,761 86,761 86,761 Supplies, Materials, & Other Expenses 263,318 339,482 337,482 339,482 337,482 337,482 Contractual Expenses 227,826 398,700 380,700 398,700 380,700 380,700

214 - Sewer Dist #14 Parkland Fund Total 543,234 824,943 804,943 824,943 804,943 804,943

215 - Sewer Dist #15 Nob Hill Fund Equipment 0 49,856 49,856 49,856 49,856 49,856 Supplies, Materials, & Other Expenses 28,192 78,855 77,575 78,855 77,575 77,575 Contractual Expenses 25,741 38,950 38,950 38,950 38,950 38,950

215 - Sewer Dist #15 Nob Hill Fund Total 53,934 167,661 166,381 167,661 166,381 166,381

216 - Sewer Dist #16 Yaphank Municipal

Fund Equipment 13,568 25,000 25,000 25,000 25,000 25,000 Supplies, Materials, & Other Expenses 62,595 90,216 90,216 90,216 90,216 90,216 Contractual Expenses 73,520 105,000 100,000 105,000 100,000 100,000 216 - Sewer Dist #16 Yaphank Municipal 149,683 220,216 215,216 220,216 215,216 215,216 Fund Total

218 - Sewer Dist #18 Hauppauge Indus Fund

Equipment 18,564 70,450 70,450 70,450 70,450 70,450 Supplies, Materials, & Other Expenses 51,521 120,163 120,163 120,163 120,163 120,163 Contractual Expenses 373,272 400,500 400,500 400,500 400,500 400,500 218 - Sewer Dist #18 Hauppauge Indus Fund 443,356 591,113 591,113 591,113 591,113 591,113 Total 219 - Sewer Dist #19 Haven Hills Fund Equipment 35,735 65,000 65,000 65,000 65,000 65,000 Supplies, Materials, & Other Expenses 2,794 15,274 15,274 15,274 15,274 15,274 Contractual Expenses 4,806 5,800 5,800 5,800 5,800 5,800

219 - Sewer Dist #19 Haven Hills Fund Total 43,335 86,074 86,074 86,074 86,074 86,074

220 - Sewer Dist #20 William Floyd Fund

Equipment 25,712 65,687 65,687 65,687 65,687 65,687

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2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. Supplies, Materials, & Other Expenses 121,863 202,105 202,105 202,105 202,105 202,105 Contractual Expenses 126,074 165,480 165,480 165,480 165,480 165,480 220 - Sewer Dist #20 William Floyd Fund 273,648 433,272 433,272 433,272 433,272 433,272 Total 221 - Sewer Dist #21 SUNY @ Stony Brook

Fund Equipment 117,956 155,000 155,000 155,000 155,000 155,000 Supplies, Materials, & Other Expenses 272,427 427,002 426,002 427,002 426,002 426,002 Contractual Expenses 19,893 66,182 54,000 66,182 54,000 54,000 221 - Sewer Dist #21 SUNY @ Stony Brook 410,277 648,184 635,002 648,184 635,002 635,002 Fund Total 222 - Sewer Dist #22 Hauppauge Municipal

Fund Equipment 11,100 41,867 41,867 41,867 41,867 41,867 Supplies, Materials, & Other Expenses 37,328 92,200 91,523 95,200 91,523 91,523 Contractual Expenses 78,185 106,200 101,200 106,200 101,200 101,200 222 - Sewer Dist #22 Hauppauge Municipal 126,613 240,267 234,590 243,267 234,590 234,590 Fund Total

223 - Sewer Dist #23 Coventry Manor Fund

Equipment 0 15,000 15,000 15,000 15,000 15,000 Supplies, Materials, & Other Expenses 17,134 36,813 36,182 36,813 36,182 36,182 Contractual Expenses 20,852 30,045 30,045 30,045 30,045 30,045 223 - Sewer Dist #23 Coventry Manor Fund 37,986 81,858 81,227 81,858 81,227 81,227 Total 224 - Sewer Dist #24 Gabreski Municipal

Fund Equipment 10,336 20,000 20,000 20,000 20,000 20,000 Supplies, Materials, & Other Expenses 35,266 50,519 50,519 50,519 50,519 50,519 Contractual Expenses 67,808 81,000 81,000 81,000 81,000 81,000 224 - Sewer Dist #24 Gabreski Municipal 113,410 151,519 151,519 151,519 151,519 151,519 Fund Total 226 - Sewer District #26 Melville/Huntington

Fund Equipment 71,660 90,000 90,000 90,000 90,000 90,000 Supplies, Materials, & Other Expenses 50,074 99,550 98,550 99,550 99,550 99,550 Contractual Expenses 88,496 105,000 105,000 105,000 105,000 105,000 226 - Sewer District #26 Melville/Huntington 210,230 294,550 293,550 294,550 294,550 294,550 Fund Total 228 - Sewer Dist #28 Fairfield Fund Equipment 30,710 60,000 60,000 60,000 60,000 60,000 Supplies, Materials, & Other Expenses 18,143 57,977 56,776 57,977 56,776 56,776 Contractual Expenses 48,218 57,000 57,000 57,000 57,000 57,000

228 - Sewer Dist #28 Fairfield Fund Total 97,071 174,977 173,776 174,977 173,776 173,776

259 - Sewer Dist Bldg/Sanitation Adm Fund

Personal Services 2,410,717 2,970,485 2,945,714 3,390,509 3,274,849 3,274,849 Equipment 1,592 9,370 2,701 9,370 970 970 Supplies, Materials, & Other Expenses 78,064 91,385 79,440 74,235 74,235 74,235 Contractual Expenses 124 800 300 800 800 800 259 - Sewer Dist Bldg/Sanitation Adm Fund 2,490,497 3,072,040 3,028,155 3,474,914 3,350,854 3,350,854 Total

261 - Sewer Maintenance & Operation Fund

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Public Works

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. Personal Services 9,665,596 10,207,352 9,471,975 11,202,331 10,784,155 10,784,155 Equipment 161,904 533,217 282,317 536,117 469,817 469,817 Supplies, Materials, & Other Expenses 2,309,644 2,731,562 2,680,997 2,961,527 2,879,325 2,879,325 Contractual Expenses 303,432 310,645 302,890 368,743 367,744 367,744 261 - Sewer Maintenance & Operation Fund 12,440,576 13,782,776 12,738,179 15,068,718 14,501,041 14,501,041 Total

404 - Assessment Stabilization Reserve Fund Contractual Expenses 511,278 511,278 511,278 511,278 511,278 511,278 404 - Assessment Stabilization Reserve Fund 511,278 511,278 511,278 511,278 511,278 511,278 Total 477 - SC Water Protection Fund Personal Services 918,346 948,021 998,012 1,074,287 998,331 998,331 477 - SC Water Protection Fund Total 918,346 948,021 998,012 1,074,287 998,331 998,331 Grand Total 249,134,505 270,032,484 257,203,561 266,808,493 256,597,770 256,597,770

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 325 19,176,645 326 18,146,093 326 18,146,093 Fund Total 325 19,176,645 326 18,146,093 326 18,146,093 016 - Inter-Department Operation & Svc

Fund Current Positions 48 2,461,408 48 2,127,770 48 2,127,770 Fund Total 48 2,461,408 48 2,127,770 48 2,127,770 105 - County Road Fund Current Positions 87 4,004,149 87 3,697,812 87 3,697,812 Fund Total 87 4,004,149 87 3,697,812 87 3,697,812 203 - Sewer Dist #03 Southwest Fund Current Positions 130 6,579,139 130 6,356,044 130 6,356,044 Fund Total 130 6,579,139 130 6,356,044 130 6,356,044 259 - Sewer Dist Bldg/Sanitation Adm Fund Current Positions 49 3,234,411 49 3,122,351 49 3,122,351 Fund Total 49 3,234,411 49 3,122,351 49 3,122,351 261 - Sewer Maintenance & Operation Fund Current Positions 171 9,341,589 171 8,915,788 171 8,915,788 Fund Total 171 9,341,589 171 8,915,788 171 8,915,788 477 - SC Water Protection Fund Current Positions 16 1,007,449 16 957,932 16 957,932 Fund Total 16 1,007,449 16 957,932 16 957,932 Department Total 826 45,804,790 827 43,323,790 827 43,323,790

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Real Property Tax Service Agency

Departmental Mission The Real Property Tax Service Agency is mandated by New York State Real Property Tax Law to prepare and maintain the County’s official tax maps for ad valorem purposes.

Department Description The Real Property Tax Service Agency (RPTSA) provides services, as mandated by the New York State Real Property Tax Law, NYSCRR Title 9 and multiple Suffolk County laws. In addition, RPTSA must review and verify every parcel related document that is to be recorded by the County Clerk. This includes deeds, notices of pendency, tax liens, mechanics liens, covenants and restrictions, various mortgage documents, and many other types of real property related documents. The agency verifies that the legal description of the property (metes and bounds or file maps) specifically corresponds to the tax map number cited. RPTSA provides many services that are related to its mandate that include, but are not limited to the following.

 Maintain current and historic ownership and parcel data on approximately 584,800 tax map parcels, over 4,245 map sections, and has a reference to over 179,000 retired parcels. RPTSA publishes the mandated tax map sections in albums that are widely circulated in all the town assessment offices, other municipal offices, multiple county offices and private offices (surveyors, real estate firms, developers, etc.).

 Deliver data on-line to the public via its Advanced Real Estate Information System (AREIS). AREIS is a user friendly retrieval system that includes digital tax map images, tax map ownership data, sales history, filed map information, etc. It is available on-site at the Riverhead County Center and through web-based subscriptions.

 Provide certain support services to all of Suffolk County assessing jurisdictions and annual training for the Board of Assessment Review members.

 The assessment roll review function, known as the ‘Correction of Errors’, is the responsibility of RPTSA. This requires interaction with all assessing jurisdictions and the investigation of applications for corrections to the assessment roll for tax refunds. Many of these corrections result in a county resolution for refunds above $2,500.

 Provide daily assistance to taxpayers who have questions about their property description, boundary changes, title history, and other attributes. Activities and Accomplishments

 Successfully managed continuity of services during the New York State mandated closures and restrictions implemented in the spring of 2020 to address the COVID-19 pandemic.

 Citizens were able to proceed with their real property sales and acquisitions with little to no interruption because they we able to file their land instruments electronically. The E-recording systems created in collaboration with the County Clerk prevented the housing market and real estate development in the County from being severely affected due to the closures.

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 RPTSA digitized the County tax map albums, which is an efficient way of maintaining and distributing this information. As a result, we have realized efficiencies with time, printing and paper resources, while continuing to provide the exact same level of information in an easy to use format. Goals and Initiatives The Agency’s goal is to migrate off Oracle Forms AREIS system to a new, fully integrated verification system. The migration will allow for a seamless workflow between RPTSA and the County Clerk’ recording office. RPTSA intends to implement a portal that accepts online payments for the sale and purchase of RPTSA products. By focusing on re-writing any legacy systems, all staff will be able to migrate to Windows 10 machines. The Agency will continue to work with the County’s GIS department to eliminate map viewer redundancies and to implement a single county-wide map viewer that allows the County to share information with constituents without a duplication of effort. RPTSA will continue to utilize technology to save paper and mail all workflows as electronic and transparent as possible. Finally, the Agency will create and utilize dashboard technology to track performance and to increase efficiency among the staff.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 1,232,174 1,276,409 1,266,737 1,242,432 1,260,076 1,260,076 Supplies, Materials, & Other Expenses 44,971 69,940 31,925 31,800 30,600 30,600 Contractual Expenses 0 0 857 0 400 400 001 - General Fund Total 1,277,144 1,346,349 1,299,519 1,274,232 1,291,076 1,291,076 Grand Total 1,277,144 1,346,349 1,299,519 1,274,232 1,291,076 1,291,076

2021 Staffing

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Sheriff

Departmental Mission The Sheriff must strive to meet three broad policy goals simultaneously - community safety, fiscal responsibility and program effectiveness, as well as justice and equity in criminal justice and crime control policy. These goals relate to the basic concepts and major public policy issues in criminal justice.

Errol D. Toulon, Jr. Department Description The Sheriff is responsible for assisting the public in protecting life and property, preserving the peace, preventing crimes and providing an efficient level of response to both emergency and non-emergency requests for law enforcement services. Other responsibilities include:

 Enforcement of all decrees, orders and mandates of the courts within the County.

 Ensuring the protection of the community through the operation of secure correctional facilities, while housing inmates in a safe and constitutionally adequate environment.

 Use modern and progressive administrative practices to ensure legal and fiscally sound operations.

 Assisting the courts with regard to offender disposition.

 Ensuring that all inmates are processed into the correctional system in a consistent and humane manner.

 Maintaining an inmate classification system that allows for safe and constitutional housing.

 Promoting law-abiding behavior for both minor and adult offenders.

 Promoting and participating in coordinated planning and administration of diversified programs, activities and services of criminal justice agencies.

 Motivating improved employee performance through promotion of education, training and career opportunities. Activities and Accomplishments Corrections Initiatives - The Sheriff strives to maximize the department’s existing resources, while enhancing programs and services, in an effort to increase the efficiency of the County’s correctional facilities.

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 The Transition and Reentry Team (START) opened in February of 2020. Since then, the services provided and the number of individuals who utilize their services continues to increase. The team is currently comprised of five Correction Officers, three of which are Correctional Counselors and two are Community Officers.

o The Correctional Counselors interview inmates upon incarceration to access their needs, pre and post, incarceration and make the necessary referrals. Needs such as substance abuse treatment, education, job assistance, DSS assistance, identification issues, transportation, food and housing are all addressed.

o The two Community Correction Officers establish a discharge plan for the offender’s successful reentry into the community. Upon discharge from the facility, the offender visits the resource center.

o The resource center staff and many service providers address all the identified needs of the offender. At this time, the warm handoff to the community begins, and lines of communication are established for follow up care. The resource center remains available to all individuals involved post incarceration for follow up assistance in the hopes of continued success. The START team provides a positive benefit to the community by facilitating the successful reentry of offenders with the hope of reducing recidivism.

 Sustained the Sheriff’s Addiction Treatment Program (SATP) in the newly renovated section of the Suffolk County Correctional Facility in Yaphank, which offers a timely and effective treatment course for inmates, whose criminal behavior correlates with an addiction to drugs or alcohol.

 Continued an intensive program for selected incarcerated minors under the Youth Tier Initiative plan. This program is guided by a well-rounded committee of joint correctional, educational, and social well- being professionals from throughout the County, to address the challenges and needs of these youths. Participation in this program is both limited and voluntary, and indicators continue to show a marked reduction in misbehavior incidents and an increased interest in participation in available programs and services. The goal with this intensified intervention is to provide the County’s youngest segment of incarcerated individuals with life skills and alternative paths to prevent them from reentering the judicial system once released from custody.

 Managed the Veterans Housing Area at the Yaphank Facility, exclusively for inmates who are veterans of the Armed Services. Inmates who are military veterans have higher rates of substance abuse and mental health issues than the overall jail population. These men and women, who have served this nation in a very special way, are provided a housing unit dedicated to this population to address their special needs, as soon as practicable. The Sheriff continues to work closely with the Veterans Court Initiative and the Veterans Administration, as well as other agencies and organizations, in order to provide an intensive case management approach using various resources to meet regularly with the incarcerated veterans to help prepare those individuals for post-incarceration programs and services.

 Continued to make full use of the recent changes in Correction Law pertaining to inmate labor, and have been able to expand the use of inmate labor throughout the County. These special labor details, coupled with vocational training and trades programs, were able to provide over 30,000 person-hours

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of service to a wide range of projects during 2019. Some of the projects include, but are not limited to the following:

o Preservation and maintenance projects at the Suffolk County Farm in Yaphank.

o Renovations at several Yaphank Historic District sites, including spring and fall clean-up at several historic cemeteries.

o Support of several towns and villages requesting assistance with various cleanup or maintenance projects.

o Regular landscape/maintenance support of U.S. Coast Guard installations within the County.

o Maintenance of the Law Enforcement Memorial at the Shelter Island police headquarters, and numerous Department of Public Works’ requested projects. Enforcement Initiatives - As a member of the law enforcement community, the Sheriff promotes a progressive approach to enforcement efforts and takes a collaborative approach to conducting operations.

 During 2019, the Sheriff continued as the downstate New York Coordinator of Project Lifesaver. This project protects some of the County’s most vulnerable citizens, those with cognitive impairments, such as Alzheimer’s or autism. The program combines technology and specially trained Sheriff’s personnel to locate individuals who have wandered off and who are lost. Project Lifesaver clients wear a transmitter (worn on the wrist, ankle or as a necklace), which emits a tracking signal. When a caregiver calls the Sheriff’s Project Lifesaver line to report that a client has wandered away, a search team responds to the wanderer’s area and, while in route, activates the vehicles mobile locator tracking system. In instances where the search for a client is in areas inaccessible by vehicles, a hand-held unit is used.

 The Sheriff continues to be committed to Driving While Intoxicated (DWI) enforcement. In response to the continued threat to the public by individuals who drive while under the influence of alcohol and/or drugs, the Sheriff, with the assistance of the Suffolk County STOP DWI program, has created a special unit to combat this problem, the Sheriff’s Proactive Impaired Driving Enforcement (SPIDRE) team. This team consists of Drug Recognition Experts (DREs), tasked with removing drugged and drunk drivers from the roadways of the County. Technology - One of the key strategies in the Sheriff’s commitment to reducing crime and increasing public safety is to continue acquiring equipment based on new technology. To reduce the need to transport inmates for purposes of simple court proceedings and attorney visitation, the Sheriff has greatly expanded the secure video conferencing network to include both facilities. The number of attorneys taking advantage of video conferencing, rather than entering secure facilities increased throughout 2019. The Sheriff schedules approximately 79 attorney video conferences per week. Community Programs - The Sheriff continues to support numerous community-based programs designed to improve both the service that they provide and the relationship that they share with the public. Some of these programs include Gang Resistance Education and Training (GREAT), Project Lifesaver, Youth Enlightenment Seminar (YES), the McGruff program, I.C.E. (In Case of Emergency) program, Test Don’t Guess, Shed the Meds, and Smart Start.

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Training - During 2019, the Sheriff conducted or hosted training for the basic training or advanced training of hundreds of law enforcement personnel. This training included, but is not limited to, Correction Officer (inclusive of Peace Officer) training, municipal Peace Officer training, DCJS Basic Criminal Investigation Course, the annual Gang Awareness seminar, National Institute of Corrections Correctional Supervision (online training), annual firearms qualification, the Patrol Rifle Course, First Aid, CPR and AED recertification. Goals and Initiatives Today our administrators, while charged with meeting the daily operational needs of the Sheriff’s Office, must still find the time to design and implement necessary program changes to meet the needs of the people of Suffolk County. We will continue to develop new community based programs, such as the START program, to help reduce recidivism rates and bolster the relationship between the Sheriff’s Office and the surrounding communities. It is important in these days of growing challenges, such as the COVID-19 pandemic and declining financial resources, that we understand how crucial our plans for the future are to the process of preserving public safety over the coming years.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 172,636,906 170,723,901 171,775,271 164,770,002 159,609,200 159,609,200 Equipment 274,409 317,478 228,350 563,642 325,608 325,608 Supplies, Materials, & Other Expenses 4,858,723 4,758,182 4,499,085 7,222,206 4,653,907 4,653,907 Contractual Expenses 583,349 1,179,260 1,136,260 1,282,115 1,139,755 1,139,755 001 - General Fund Total 178,353,387 176,978,821 177,638,966 173,837,965 165,728,470 165,728,470 003 - Grants Fund Personal Services 241,783 0 342,600 0 0 0 Equipment 249,973 0 77,283 0 0 0 Supplies, Materials, & Other Expenses 18,107 0 63,507 0 0 0 Contractual Expenses 11,440 0 31,688 0 0 0 Employee Benefits 16,958 0 26,555 0 0 0 003 - Grants Fund Total 538,261 0 541,633 0 0 0 625 - F.S. Gabreski Airport Fund Personal Services 52,352 100,000 100,000 100,000 100,000 100,000 625 - F.S. Gabreski Airport Fund Total 52,352 100,000 100,000 100,000 100,000 100,000 Grand Total 178,944,000 177,078,821 178,280,599 173,937,965 165,828,470 165,828,470

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Sheriff

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 1,390 116,600,105 1,390 110,221,420 1,390 110,221,420 New Positions 5 191,999 0 0 0 0 Department Total 1,395 116,792,104 1,390 110,221,420 1,390 110,221,420

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Social Services

Departmental Mission Social Services' mission is to provide financial assistance and support services to eligible County residents in a cost-effective and efficient manner, simultaneously protecting the vulnerable, while encouraging their independence and self-sufficiency.

Department Description Social Services has four major programs: Client Benefits - Administers Public Assistance, which includes Family Assistance and Safety Net, Supplemental Nutrition Assistance Program (SNAP), Emergency Fuel, Employment Programs, the Home Energy Assistance Program (HEAP) and Housing Services. Medicaid Services - Manages activities mandated by Title XIX of the Social Security Act programs (Medicaid), and coordinates all Medicaid cost-containment projects. Family, Children and Adult Services - Administers federal, state and local policies, regulations and laws, as they relate to the social welfare and safety of families and children, adult protective services, as well as Child Care Services. Child Support Enforcement - Obtains and enforces Child Support Orders by locating absent parents, establishing legal paternity, and collecting and distributing support payments. Activities and Accomplishments Client Benefits

 From 2014 to the present, caseload has decreased by 3,058, or 36.1%. Caseload statistics for Safety Net and Family Assistance are shown in the chart below.

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 The number of SNAP applications submitted to Social Services increased 57.0% from an average of 2,012 applications per month in 2019 to 3,157 applications in the first five months of 2020. On average, 78.8% of the SNAP applications received in the first five months of 2020 were electronic applications (E-Apps). In response to the increase in E-Apps, the division continues to monitor the success of a mini-centralized SNAP processing unit to route electronic applications.

 The following chart identifies the statistics of emergency housing provided to homeless individuals and families throughout the County for 2019 and 2020.

Average Monthly Emergency Housing by Homeless Category 700

582 600 570 498 500 458

400

300

200

100

0 2019 Monthly Average 2020 Monthly Average (January-May)

Homeless Families Single Adults

Medicaid Services

 The New York State Department of Health revised the Personal Care Services (PCS) and Consumer Directed Personal Assistance Program (CDPAP) regulations, permitting Medicaid applicants and recipients with an immediate need to apply first to the local district for their community-based long-term care services, and later transition to MLTC. Additionally, districts are required to conduct concurrent expedited eligibility determinations for Medicaid applicants with an immediate need for PCS/CDPAP. The Division’s Medicaid eligibility and home care units utilized coordinated workflow processes, communicating closely to determine eligibility for services within the expedited time frames. During 2019, the number of immediate need requests increased significantly to 454, accounting for 52% of all PCS/CDPAP referrals; an 8% increase from the prior year.

 Suffolk County completed the final year of its five-year grant to provide health insurance enrollment assistance to the aged, blind and disabled populations of Long Island, through the Consumer Assistance for the Aged, Blind and Disabled Program. The sub-contractor, Nassau-Suffolk Hospital Council (NSHC), provided education, outreach, and facilitated enrollment services to persons applying for government-sponsored health insurance. During 2019, NSHC assisted 542 aged, blind and disabled individuals in applying for Medicaid. The program was extended to June 30, 2020. The scope of the program was expanded in late 2018, with additional grant funding added to provide outreach and 1-152

Social Services

enrollment assistance to Medicaid applicants and recipients, who may be eligible for Medicare coverage. Lists of prospective recipients for this program are received directly from the New York State Department of Health. Call-center staff at the County’s sub-contractor, Nassau Suffolk Hospital Council, provided outreach to over 2,200 consumers during 2019, and assisted 283 consumers in applying for Medicare.

 Due to the New York State of Health (NYSoH) takeover and MAGI-related cases now being processed by the NYSoH, the average Medicaid caseload decreased significantly from 90,398 in 2017 to 59,203 in May 2020. This represents a decrease of 31,195 cases, or 34.5%.

Average Annual Medicaid Caseload 120,000

100,000 90,398

80,000 75,015 59,960 59,203 60,000

40,000

20,000

0 2017 2018 2019 2020 - May

Family, Children and Adult Services

 The number of Suffolk County children in foster care decreased from 601 children at the end of 2017 to 505 as of May 2020. The following chart details the number children in foster care from 2017 to May 2020.

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Social Services

Suffolk County Children in Foster Care 700

601 600 529 505 500 474

400

300

200

100

0 2017 2018 2019 2020-May

 Continued to manage the Family and Children’s Services Administration’s Partnership for Permanency (P4P) team to improve outcomes for children in foster care. Through the P4P team, Social Services has been working to improve permanent outcomes for children in foster care, including return to family, adoptions, or legal guardianship. For children discharged to permanency within “12 Months of Entry into Foster Care,” (one of the four federal permanency indicators) Suffolk County, with a rate of 44.8%, is above the National average of 42.7%, and also exceeds the NYS performance rate of 35.6%. Child Support Enforcement

 In 2019, the Child Support Enforcement Program’s efforts resulted in the collection of over $161 million. This is the ninth consecutive year that CSEB has collected over $150 million, and more than any other district outside of New York City.

 The County’s child support exceeds the statewide performance levels in paternity and support establishment percentages with 97% versus 92% for paternity establishment and 95% versus 87% for support establishment.

 The average amount of undistributed child support collections in the County decreased from a high of $6.3 million in 2014 to an average of $5.0 million in 2020, a decrease of $1.3 million or 21%. General Administration

 During 2019, the Commissioner’s Response Unit responded to 9,830 inquiries.

 The Special Investigations Unit is an effective force in uncovering, prosecuting, and deterring welfare fraud in the County. The Unit’s investigators save taxpayer dollars by uncovering fraud of unreported 1-154

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assets, income, household composition, dual assistance, fraudulent vendor billing, misuse of funds, and the filing of false applications. In 2019, the unit:

o Completed 1,629 Temporary Assistance investigations with an application denial rate of 30%.

o Completed 396 Child Care investigations with an application denial rate of 26%.

o Uncovered $1.9 million in fraud.

o Attained $7.1 million in cost avoidance savings through case closures. Goals and Initiatives In 2021, the Social Services is projected to receive an additional $3 million in Child Care Block Grant funds, which will allow the Department to increase the income Standard for Child Care eligibility from 175% to 200%. These additional funds will allow the County to sustain the increase in the eligibility level throughout 2021 and provide more families with much needed childcare assistance. The department also plans to utilize technology to streamline processes within units. For example, field caseworkers are anticipated to receive tablets, which will improve communications between supervisory staff in the office and field staff; therefore, minimizing paperwork, and creating overall caseworker efficiencies.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 71,806,795 77,728,134 73,055,619 73,939,836 73,615,654 73,615,654 Equipment 90,367 169,850 180,785 160,950 159,700 159,700 Supplies, Materials, & Other Expenses 553,609 768,806 839,667 760,927 735,942 735,942 Contractual Expenses 495,153,184 519,054,765 490,145,451 501,302,201 504,465,759 504,465,759 001 - General Fund Total 567,603,955 597,721,555 564,221,522 576,163,914 578,977,055 578,977,055 003 - Grants Fund Personal Services 26,505 0 7,681 0 0 0 Equipment 212,827 0 412,847 0 0 0 Supplies, Materials, & Other Expenses 3,810 0 116,626 0 0 0 Contractual Expenses 951,003 0 1,308,148 0 0 0 Employee Benefits 7,043 0 29,677 0 0 0 Interfund Transfers 7,608 0 0 0 0 0 003 - Grants Fund Total 1,208,796 0 1,874,979 0 0 0 360 - Medicaid Compliance Fund Personal Services 18,221,571 19,996,357 18,318,585 17,965,553 18,298,117 18,298,117 Equipment 42,819 243,000 295,000 250,000 250,000 250,000 Supplies, Materials, & Other Expenses 414,478 585,055 538,000 577,500 572,500 572,500 Contractual Expenses 835,058 1,591,812 1,145,472 1,738,775 1,725,194 1,725,194 Employee Benefits 4,924,785 4,947,339 4,878,705 4,756,054 4,756,054 4,756,054 Interfund Transfers 9,231,121 10,086,028 9,789,060 10,338,179 9,734,845 9,734,845 360 - Medicaid Compliance Fund Total 33,669,832 37,449,591 34,964,822 35,626,061 35,336,710 35,336,710 Grand Total 602,482,584 635,171,146 601,061,323 611,789,975 614,313,765 614,313,765

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 001 - General Fund Current Positions 1,311 69,201,044 1,311 68,720,154 1,311 68,720,154 Fund Total 1,311 69,201,044 1,311 68,720,154 1,311 68,720,154 360 - Medicaid Compliance Fund Current Positions 417 16,839,153 417 17,171,717 417 17,171,717 Fund Total 417 16,839,153 417 17,171,717 417 17,171,717 Department Total 1,728 86,040,197 1,728 85,891,871 1,728 85,891,871

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Soil and Water Conservation District

Departmental Mission The mission of the Soil and Water Conservation District is to conserve the natural resources of Suffolk County through planning, design, and implementation of conservation practices that control and prevent soil erosion, sedimentation, flooding and non-point source pollution, assist in the irrigation and drainage of agricultural lands, preserve wildlife, and protect public lands.

Departmental Description The Suffolk County Soil and Water Conservation District (District) provides technical assistance and services for the following: Agriculture - Conservation planning and the implementation of recommended Best Management Practices (BMP) is critical work, which is partly supported by federal, N.Y.S. and local resources that include U.S.D.A, N.R.C.S. and N.Y.S. Department of Agriculture and Markets. The District is the only eligible entity able to secure these funding sources, including but not limited to, the N.Y.S. Agricultural Environmental Management (AEM) program, N.Y.S. Agricultural Non-Point Source, N.Y.S Grown and Certified grants and several other funding opportunities exclusively for Soil and Water Conservation Districts to plan, design, review, implement and certify these BMP. Common BMP systems include on-farm nutrient management and integrated pest management planning, irrigation management, as well as the design/implementation of various engineering and agronomic practices to reduce soil erosion, nutrient loading, pesticide usage, and other potential impacts associated with agriculture. The District is the only entity to provide Soil Group Worksheets for the NYS Agricultural Value Assessment Program. The District Manager and technical staff members are members of several agriculture related Boards and Committees, including the highly popular Suffolk County Farmland Committee, serving as a technical advisor for onsite evaluations and recommendations. Non-point Source Pollution - Make recommendations for Nutrient and Pesticide Management, to control stormwater surface runoff and watershed delineations. Use the recommendations to secure funding to cost- share the implementation on BMP based on recommendations. the District is an active participant in the Northeast Aquatic Connectivity Collaborative to evaluate/prioritize culvert systems in Suffolk County for ecological benefits, as well as the control of coastal and inland flood waters. Water Quality and Nitrogen Reduction - Promote the County’s agricultural industry, while protecting Long Island’s groundwater and surface waters, through successful agricultural stewardship efforts. The District is the co-chair of the N.Y.S. Department of State’s South Shore Estuary Reserve’s Technical Advisory Committee and actively participates with the Peconic Estuary Program. Erosion and Sediment Control - Development or review of Erosion and Sediment Control Plans for construction sites, reviews subdivision plans and conducts site inventories and evaluations for Erosion and Sediment Control and flooding issues. The Suffolk County Soil and Water Conservation District is the only entity able to provide the N.Y.S.D.E.C. Four Hour Erosion and Sediment Control Trainings for contractors, municipal partners, Suffolk County employees and the public as part of the County’s Municipal Separate Storm Sewer System (MS4) Permit from NYSDEC. The SWCD is a participant of the Suffolk County North Shore Coastal Erosion Task Force. Open Space Management - Develop New York State Law “Conservation Plans” (regarding conservation of natural resources), recommend wildlife habitat improvements or development, recommend plant materials and address invasive species management.

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Resource Inventory and Evaluation - Inventory and evaluate Suffolk County’s and other local municipalities’ natural resource concerns, upon request. Invasive Species - Assist the Suffolk County Invasive Species Task Force in providing scientific and technical knowledge, as well as secure funding awards to carry out invasive species remediation and mitigation projects. Activities and Accomplishments

 Administered and implemented several New York State (NYS) grant awards as follows:

◦ NYS Department of Agriculture and Markets’ Agricultural Non-point Source (AgNPS) grant awards - The AgNPS grant programs are focused on the implementation of on-farm best management practices, including retrofitting traditional pest control equipment with recycling sprayers and the replacement of outdated fuel tanks to protect Suffolk’s sole source groundwater aquifer from potential contamination. In addition, AgNPS administers funding awarded to the Districts to develop agricultural nutrient management plans and irrigation best management practices. The District currently has five open projects under this funding structure and its waiting for notification for the five - Round 25 proposals submitted in June 2020.

◦ NYS Department of Agriculture and Markets’ Agricultural Environmental Management program (AEM). – The AEM program has generated over $43,000, as of June 2020 and this revenue will increase significantly in the 3d and 4th quarter of 2020. In addition to receiving the maximum award for the administration of the program, the District also was awarded $99,906 in cost-share BMP implementation funds for several agricultural producers in Suffolk County.

◦ NYSDEC’s Environmental Benefits Project Grant - Managed and implemented this grant for groundwater protection through an agreement with the NYSDEC to install Agricultural Handling Facilities (AHFs). the District is currently working with several farmers to install the AHFs, according to Natural Resources Conservation Service specification for these facilities, which prevents chemical spillage into Suffolk County’s sole source aquifer.

◦ NYSDEC’s Water Quality Improvement Program (WQIP 2017) – Secured funding to reconstruct the stormwater infrastructure at South Harbor Road in the Town of Southold. This remediation project allows stormwater to discharge to Richmond Creek in the Peconic Bay and prevent excessive erosion and sedimentation from impacting the sensitive intertidal area. This project is in partnership with the Town of Southold.

◦ NYS Environmental Protection Fund (EPF 2016 & EPF 2017) – Secured $1,000,000 ($500,000 in 2016 and $500,000 in 2017) in conjunctions with Cornell Cooperative Extension of Suffolk County for the development of agricultural Nutrient Management Plans/Comprehensive Nutrient Management Plans and the administration of a cost share program for the implantation of best management practices. The BMPs implemented through this funding source will help to better manage agricultural nutrients, such as Nitrogen, from impacting surface and groundwater resources.

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◦ NYS Department of Agriculture and Markets’ Community Resiliency Training Grant – Secured an award to host culvert assessment training workshops in Suffolk County. The training allows participants to be certified as a “lead observer” and upload their assessment data to the North Atlantic Aquatic Connectivity Collaborative (NAACC) database. The goal of these trainings is to establish a network of certified individuals from across the County, who can evaluate culverts, in an effort to prioritize the remediation of insufficient structures. Assessments focus on structural/ecological attributes, as well as the evaluation of their value for wildlife habitat and the control of coastal/inland floodwaters. The NAACC database provides culvert assessments that assist in the prioritization of remediation efforts on the many culverts in our region.

 Administration and implementation of the Suffolk County Soil Health Initiative:

o Agricultural Soil Testing Program – Is a tool for Suffolk’s farmers to better monitor and manage their soil health over time. The Soil Health Testing Program utilizes Cornell University’s Soil Laboratory for Comprehensive Assessment of Soil Health (CASH) testing to explore the soil’s biological and physical attributes in addition to nutrients. The goal is to provide a metric for growers to see the improvements that the recommended best management practices have on the health of their soils over time. This aspect of the initiative is implemented in concert with CCE’s Agricultural Stewardship Program.

o Soil Health Equipment Loan Program (Soil HELP) – Is an opportunity for Suffolk’s agricultural community to protect and restore healthy soils on their agricultural lands. Soil HELP provides specialized equipment for agriculture producers to implement on-farm best management practices, related to building healthy soils. Equipment loans are available to all producers in Suffolk County as requested.

 Awarded over $39,055, since 2017, in the District’s Agriculture in the Classroom Grant Program. These funds provide competitive grant awards to Suffolk County Schools for the development or expansion of agricultural centric classrooms. 2020 award recipients include; Philips Ave School, Shoreham-Wading River High School, LaFrancis Hardiman and MLK JR Elementary Schools (Starflower Experiences), East Hampton High School, Candlewood Middle School, Selden Middle School, Washington Primary School and the Bellport High School.

 Assisted agricultural producers to meet the N.Y.S.D.E.C. modified the Part 360 - Solid Waste Management regulations, updated in 2017, to included limits on the storage of derelict tires on agriculture properties. This regulation cited increased public health concerns due to mosquitos that transmit viruses, such as Zika and West Nile. Mosquitos use small pockets of standing water commonly found in stored tires, as preferred breeding grounds. The District assisted growers in recycling their derelict farm tires, by coordinating several collection days across the County. Since 2018, the District has collected over 60.5 tons of derelict farm tires; recycling and securing $35,968 in funding for this program that is slated to continue in the Summer of 2020.

 Rain Garden Project at East Cutchogue Elementary School – The District partnered with the Long Island Regional Planning Council to secure funding to design and construct a rain garden at East Cutchogue Elementary School, based on a competitive grant proposal from the students of the school.

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The District worked with the school’s administration and the students through the design and construction of this effort. This is a student-led effort with technical guidance from the District.

 COVID-19 – The District’s staff actively participated with the County’s response to the Covid-19 pandemic. Staff volunteered to assist at the 311 call center and became trained Covid Tracers.

Goals and Initiatives The Suffolk County Soil and Water Conservation District will fulfill its mission by utilizing current programs and grant awards, such as the Soil Health Sampling Program, Soil Health Equipment Lease Program (Soil H.E.L.P.), and the Agriculture in the Classroom Education Program to maximize the services provided. The District will continue to administer the New York State grant awards that protect and preserve Suffolk’s natural resources. These grant awards include the Agricultural Non-Point Source Grants, Agricultural and Environmental Management Program, and the Environmental Protection Fund. In addition, the District will continue to administer the NYS Department of Environmental Conservation’s Water Quality Improvement Project award that provides funding for stormwater discharge infrastructure remediation and public education in our local communities. Additionally, the District plans to take advantage of the department’s federal partnerships and awards in 2021. Specifically, the Resource Conservation Partnership Program (R.C.P.P.), which is provided by the U.S. Department of Agriculture’s Natural Resource Conservation Service (N.R.C.S.). The R.C.P.P. program award is providing over $1.2 million of funding for agricultural conservation planning and the implementation of on-farm best management practices to mitigate impacts from Nitrogen and other contaminates.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 344,923 381,173 384,371 398,640 379,977 379,977 Supplies, Materials, & Other Expenses 8,561 10,854 6,347 5,300 5,800 5,800 Contractual Expenses 776 2,189 137 0 0 0 001 - General Fund Total 354,260 394,216 390,855 403,940 385,777 385,777 Grand Total 354,260 394,216 390,855 403,940 385,777 385,777

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2021 Staffing

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Suffolk County Board of Ethics

Departmental Mission The mission of the Suffolk County Board of Ethics is to practice and promote ethical literacy and conduct in government through training, transparency and trust. In order to accomplish its mission, the Board is required to maintain confidentiality, adhere to its own Code of Ethics, engage in outreach and training of public officials and employees, and recommend new laws to advance the mission of ethical compliance.

Department Description The Suffolk County Board of Ethics (Board) was established, pursuant to Local Law No. 56-2011, which became effective in March 2012. County Ethics Code trainings, County Financial Disclosure Statement collections, and Executive Director/ Staff meetings were conducted in varying onsite County Department locations in 2019. The Suffolk County Board of Ethics is charged with interpreting and carrying out provisions of Article XXX of the Suffolk County Charter, promulgating rules necessary to implement the provisions of Chapter 77 of the Suffolk County Code and to govern its procedures. The Board has the authority and responsibility to:

 Provide in person and/or online ethics training and education to Suffolk County’s public servants.

 Render advisory opinions to Suffolk County’s public servants with standing on ethics and conflicts of interest issues.

 Make financial disclosure statement forms available to all persons required to file pursuant to Chapter 77, Article 2 of the Suffolk County Code, and review such statements.

 Conduct investigations and hearings to determine if ethics violations have occurred and to impose penalties as authorized by local law. Activities and Accomplishments The Board convened 24 times from January 1, 2019 through December 31, 2019. As detailed below, during the course of the year, the Board executed four major legal and administrative initiatives:

 Received 20 legal advisory opinion requests, all requests were rendered within the local law timeline.

 In 2019, the Board received 11 Freedom of Information Law (“FOIL”) Requests, and produced over 3,000 pages of FOIL records, and approximately 5,500 pages in total responsive to 2019 FOIL requests, via email for the most time efficient method of production.

 Conducted additional regulatory activity in 2019. The Board directed approximately 60 routine conflict checks through their investigator. Additionally, it audited 467 County financial disclosure statements to asses for County employee ownership and/or potential impermissible interests. The Board also proceeded through outside Counsel with collection efforts from a closed investigation for outstanding fines totaling $37, 000.

 The Board, through their Staff, advised 16 Suffolk County department heads of County filers listing outside income.

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 In conjunction with Information Technology Services, the Board implemented the County’s first data base clerking program for the County Financial Disclosure Statements;

 The Board implemented the County’s first Desktop Ethics Educational Employee Resource Page on the County Intranet, in conjunction with Information Technology Services,

 The Board’s online website is maintained with public information, including indexed advisory opinions, procedures, minutes, and agendas. Since inception, 2019 was one of the highest online webpage uses resulting in over 5,000 online visits.

 Continued to expand non-seminar educational initiatives, inclusive of educational posters, administrative educational pamphlets, gifting prohibitions, and elected official and candidate “quick reference” literature.

 Participated in the State of New York’s Statewide Ethics Review and the Board was highlighted in the County of Nassau’s comparative municipal ethics review as the highest County ethics board in multiple categories of audit and review.

 The Board and staff exceeded the ethics training program requirement of one program in odd numbered years. It provided two in person seminars with attendees, inclusive of employees from the Planning Commission and the Probation department, bringing the in person training total in seven cycles to over 40 in person County Ethics trainings with employees and public officials. Goals and Initiatives The Suffolk County Board of Ethics goals are inclusive of the following for regulatory compliance with the New York State General Municipal Law §806(1) (a). The Suffolk County Board of Ethics will continue to provide all advisory opinion requestors timely advisory opinions, conduct due diligence, first and second level reviews of all County Financial Disclosure Statements, conduct informal and formal investigations and hearings, provide members of the public (and public servants) with ongoing guidance and education pre- emptively and upon request relating to the Suffolk County Ethics Laws. The Department will also develop new initiatives to expand public outreach through public body meetings and the public website. The Department will expand the newly developed and implemented municipal electronic filing and clerking system for the County of Suffolk Financial Disclosure Statements to include a full electronic submission form in addition to the current PDF e-submission format. In furtherance, as to the training mandates, the Suffolk County Board of Ethics will continue to provide training, which exceeds the statutory minimum requirements for mandated attendees (inclusive of specialized departmental trainings). Other initiatives include the development of a focus group for online training options for County night-time and part-time shift employees and the development of a training series with additional course selections. In addition, the Department will continue the “Ethics by Posters” Series, and continue administering online and webinar training. The Board will also review their clerking and regulatory procedures and provide updated procedures, as necessary, for the maintenance of documents deemed confidential under local laws and hard- copy regulatory filings under their jurisdiction

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 001 - General Fund Personal Services 166,175 219,217 208,913 228,070 215,490 215,490 Supplies, Materials, & Other Expenses 279 5,712 4,411 3,912 3,912 3,912 Contractual Expenses 48,593 111,814 99,661 87,952 87,952 87,952 001 - General Fund Total 215,047 336,743 312,985 319,934 307,354 307,354 Grand Total 215,047 336,743 312,985 319,934 307,354 307,354

2021 Staffing

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Traffic and Parking Violations Agency

Departmental Mission The mission of the Traffic and Parking Violations Agency is to adjudicate parking and video enforced citations, as well as vehicle and traffic law violations in a timely, fair and impartial manner, while maintaining the public’s safety as the priority.

Department Description The Traffic and Parking Violations Agency (TPVA) began operations on April 1, 2013, under the direction of an Executive Director, appointed by the County Executive and confirmed by the Suffolk County Legislature. The Agency is an arm of the Suffolk County District Court and assists with the disposition and adjudication of traffic infractions, parking violations and liability for video enforced citations. The Administrative Judge of Suffolk County appoints District Court Judicial Hearing Officers who adjudicate cases. TPVA is also responsible for the administration of the Red Light Camera Safety program (a unit that reviews and issues citations and adjudicates not guilty pleas), the forthcoming School Bus Camera Violation program, and the Boot and Tow program to enforce outstanding scofflaws’ failure to pay fines and judgments. Activities and Accomplishments

 Approximately 211,947 people appeared at TPVA in 2019. On average, 856 people appeared at TPVA per day, and approximately 128,101 cases were adjudicated. From April 1, 2013 through December 31, 2019, the Agency served over 1.3 million people.

 The Agency has several special courts that are tailored to educating and assisting a variety of motorists. The Veterans Court is dedicated solely to providing assistance and a lengthier conference to veterans, depending on their circumstances. The U.S. Department of Veterans Affairs released a study in 2016 that found that helping to restore drivers’ licenses and to resolve outstanding warrant and fines ranked as one of the highest unmet needs among veterans who were homeless or at risk. To date, this program has helped over 532 veterans and handled 637 cases. Fifty-Four veterans completed the special diversion program, which includes driver education and services for veterans.

 The Agency conducts a Youth Traffic Court, which promotes safe driving, includes parent participation and encourages youth to be more cognizant of the driving hazards on the road. Youth court is for first time offenders and has guidelines for acceptance into the program. Eligible motorists who are 18 years or under, must be accompanied by a parent to conference their case and any diversion course required by the court. The program may require the youth to participate in TPVA’s very successful diversion program. The Youth Court has provided guidance to 2,677 young motorists since the program’s commencement. Just over 1,770 young drivers (and parents) have successfully completed the special diversion program, which includes targeted driver education and awareness.

 In 2019, the Agency launched the Drug Alcohol and Reintegration Court (DAR), which is the first of its kind in the country. This program is designed to reinforce safe driving to individuals recovering from alcohol or drug addiction, or re-entering society from an institution or mental health facility. The program compels these individuals to be more aware of the driving hazards on the road and encourages safety. Motorists who are eligible for the program must provide documentation of prior/continued treatment and drug/alcohol free status. DAR has strict guidelines for acceptance into 1-168

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and completion of the program. The program also requires the defendants to participate in TPVA’s successful diversion programs, as well as attend multiple conferences at the Agency to track their success. As of July 2020, DAR Court has worked with 128 motorists, each with an average of three dockets. A specially qualified judge handles these cases over an extended period, to allow the maximum benefit to the DAR participant.

 In collaboration with the EAC Network, TPVA presents free educational programs and events at high schools and learning centers throughout the County. The Teen Diversion Program provides educational and awareness programs with topics that include occupant protection (including seat belt & child passenger safety), distracted driving and responsibility behind the wheel.

 The Red Light Camera Safety Program resulted in the issuance of approximately 384,024 citations in 2019. This safety program began in 2009 with a focus on changing driver behavior when approaching an intersection with a steady red light.

 The implementation of statutory interest due to the County on outstanding judgments began in 2016. In 2019, approximately $638,900 was collected in judgment interest for Red Light Camera, Moving, and Parking citations collectively.

 For 2020, TPVA is developing a widespread and comprehensive distracted driving awareness and prevention program that will focus on cellphone and texting violations. During 2018, over 7,000 violations were issued for cell phone and electronic device use (texting), and distracted driving accounted for 14% of all fatal accidents. Public Service Announcements (PSA) will be part of the program, along with prevention and enforcement efforts to reduce distracted driving on Suffolk County Roads.

 TPVA anticipates the launch of several education programs focused on stopping for school buses and red light awareness. The Agency will develop PSAs and other educational materials to inform people on the rules of the road, as they apply to school buses and traffic signals. Goals and Initiatives TPVA has been proactive in responding to the current global health emergency. In order to keep the public and the Agency’s staff safe, we are initiating the implementation of an online adjudications program to limit foot traffic. The installation of our new case management system is underway and that will provide greater functionality and efficiency for TPVA, especially for virtual and online operations. In an effort to promote a safer environment for schoolchildren, in 2021, TPVA will be administering a School Bus Stop-Arm Photo Violation program. The goal of the program is to safeguard schoolchildren who have to traverse roadways within the County, while traveling to and from school.

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Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 136 - Traffic Violations Bureau Fund Personal Services 2,426,987 2,990,348 2,523,864 2,999,172 2,856,071 2,856,071 Equipment 43,741 278,500 543,500 775,900 275,900 275,900 Supplies, Materials, & Other Expenses 293,255 521,000 309,807 531,020 531,020 531,020 Contractual Expenses 10,038,719 9,757,264 5,437,143 9,748,939 9,743,839 9,743,839 136 - Traffic Violations Bureau Fund Total 12,802,702 13,547,112 8,814,314 14,055,031 13,406,830 13,406,830 Grand Total 12,802,702 13,547,112 8,814,314 14,055,031 13,406,830 13,406,830

2021 Staffing

Req. Rec. Adpt. Req. Cost of Rec. Cost of Adpt. Cost Number of Number of Number of Positions Positions of Positions Positions Positions Positions 136 - Traffic Violations Bureau Fund Current Positions 48 2,727,151 48 2,309,181 48 2,309,181 Department Total 48 2,727,151 48 2,309,181 48 2,309,181

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Suffolk County Vanderbilt Museum

Departmental Mission The Suffolk County Vanderbilt Museum - a unique combination of mansion, marine and natural history museum, planetarium, and park is dedicated to the education and enjoyment of the people of Long Island and beyond. This mission shall be achieved through the thoughtful preservation, interpretation and enhancement of the Eagle’s Nest estate, as an educational facility. Many exhibition and program themes focus upon Long Island’s Gold Coast Era. Programs also concentrate on William K. Vanderbilt II’s desire that his marine, natural history, and ethnographic collections promote appreciation and understanding of the marvelous diversity of life, other cultures, and scientific knowledge. Planetarium programming, more specifically, focuses on scientific knowledge and seeks to capture Mr. Vanderbilt’s sense of adventure and exploration through state-of-the-art entertainment.

Department Description The Museum is charged with the year-round maintenance, operation and stewardship of Eagle’s Nest, the estate of the late William K. Vanderbilt II, and its extensive marine, natural history and ethnographic-artifact collections and archives. Activities and Accomplishments The Suffolk County Vanderbilt Museum continues to make substantial progress in major gifts, collections support and restoration, education outreach, and membership building.

 During 2019, the Museum welcomed more than 125 thousand visitors, generating $1.4 million in revenue from admissions, special events, and site use. Visitors included more than 25 thousand schoolchildren, representing schools from eastern Suffolk County through western Nassau County, who participated in museum-education programs.

 In 2020, the Museum received $90 thousand, the ninth installment from the Reichert Family Foundation for the support of the Planetarium and its programs. The Foundation pledged its support over the 10-year period 2013 ‒ 2022 with the option for a second ten years. To date, the Foundation provided a total of $750 thousandto the Museum.

 The Museum continues to expand its marketing efforts through its website and its social media platforms (Instagram, Twitter, Facebook, etc.) and other promotion outlets. The Museum continued its Groupon marketing campaign in Suffolk and Nassau counties and in the five boroughs of New York City. Since inception in May 2015, a total of 16.8 thousand Groupons have been sold, generating approximately $182 thousand in revenue for the Museum. In 2019, Groupon sales generated over $18 thousand in Museum revenue. Since March 2018, travelers can also purchase admission tickets to the Museum through Travelocity.

 As of March 2020, there were 782 general Museum memberships, representing approximately 3,000 individuals and 81 library memberships throughout Suffolk and Nassau counties. In 2019, membership revenue exceeded $100 thousand for the second year in a row.

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 Museum staff continue to restore major portions of the Estate. In 2020, for the third year in a row, local landscapers donated their talent, time and plants to design and re-plant the Estate’s garden areas, including the garden at the front entrance and the sensory garden in front of the Planetarium.

2021 Goals and Initiatives For 2021, the Suffolk County Vanderbilt Museum plans are to increase revenues, to initiate cost-savings, and to expand fundraising. The Museum’s strategy is to search for new and creative sources of revenue. The Museum expanded the cultivation of potential corporate, foundation, and individual donors, public and private grants, in-kind donations, and fundraising activities. Additionally, they will aim to foster public- private partners and supporters to invest in the Museum’s facilities. Aside from the usual large events, the Museum is also creating many mini events as a new revenue source. For the first time, the Museum initiated a successful, commemorative brick program that will be expanded into 2021. The Museum is inaugurating a text-to-give campaign that will solicit donations from individuals who have visited the property. The Museum has also created a space for changing collections-based exhibitions in its newly renovated Lancaster Room. The 2021 exhibitions include the Vanderbilt’s 1937 South American air adventure and the Vanderbilt Cup Races.

2021 Executive Recommendations

I am recommending a 2021 Operating Budget for the Suffolk County Vanderbilt Museum, which provides adequate resources for the Museum to meet its core goals, while assuring a balanced budget in 2021.

Expenditures

2019 2020 2020 2021 2021 2021

Act. Adpt. Est. Req. Rec. Adpt. 708 - Vanderbilt Museum Fund Personal Services 1,587,676 1,692,773 1,268,140 1,337,500 1,337,500 1,337,500 Equipment 52,587 31,000 62,800 33,000 33,000 33,000 Supplies, Materials, & Other Expenses 366,213 342,500 409,752 312,000 312,000 312,000 Contractual Expenses 482,714 670,500 484,500 517,500 517,500 517,500 Employee Benefits 412,982 427,000 379,018 353,989 353,989 353,989 708 - Vanderbilt Museum Fund Total 2,902,172 3,163,773 2,604,210 2,553,989 2,553,989 2,553,989 Grand Total 2,902,172 3,163,773 2,604,210 2,553,989 2,553,989 2,553,989

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FUND SUMMARIES

Description of Funds

A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. Suffolk County, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance related legal requirements. All of the funds of Suffolk County can be divided into three categories: governmental funds (which include special revenue funds), proprietary funds, and fiduciary funds. Governmental Funds (Account For Most Governmental Functions):

 The General Fund accounts for all financial resources except those required to be accounted for in another fund.

 Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose.

 Capital Projects Funds account for financial resources to be used for the acquisition or construction of major capital facilities. (It is a distinct category of funds that are adopted in a separate budget cycle)

 Debt Service Funds account for the accumulation of resources for, and the payment of, general long- term debt principal and interest.

 Fair Elections Matching Fund shall receive, starting in 2019, a share of the proceeds received by the County as a result of the operation of video lottery terminals by the Suffolk County Regional Off- Track Betting Corporation. The amount deposited will be 20% of the County’s annual share of the proceeds or $1M, whichever amount is greater. The money in the fund shall be expended by the Campaign Finance Board. Proprietary Funds (Account For A Government's Ongoing Activities That Are Similar To Those Found In The Private Sector):

 Enterprise Funds account for operations: a) that are financed and operated in a manner similar to private business where the intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed and recovered primarily through user charges; or b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The County’s enterprise funds include the Suffolk County Ballpark and the Francis S. Gabreski Airport. Fiduciary Funds (Account For Assets Held By A Governmental Unit In A Trustee Or Agent Capacity Such As Trust And Agency Accounts For Bail)

 Fiduciary funds are not reflected in the operating budget because resources of those funds are not available to support Suffolk County’s own programs. The 2021 Adopted Budget includes 62 funds. The major operating funds are the General Fund and the Police District Fund (a special revenue fund).

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Description of Funds

TAXING FUNDS: There are four major funds that are supported in whole or in part by property tax revenues: General Fund (001) - The general fund is the largest of the County funds and represents the largest portion of the operating budget. The general fund includes expenditures and revenues for all major County departments with the exception of the Police Department services to the western towns and villages who do not have their own Police Departments. Major revenue sources include real property taxes, sales tax, state and federal aid, user fees, etc. Police District Fund (115) - The police district fund is a special revenue fund. Special revenue funds include revenues from specific taxes or other earmarked revenue, which are required by law or regulation to be accounted for in a special fund. The police district fund includes revenues and expenditures related to police services for the five western towns and villages that do not have their own Police Departments. Revenues consist primarily of Police District property tax collections, sales tax and various fines and state aid. District Court Fund (133) - The District Court Fund supports the maintenance and operation of the district court system and related debt service. Revenues are comprised of Property Taxes and Fines and Forfeited bail. Suffolk Community College (818) - The Suffolk County Community College was established in 1959 by the State University of New York and provides educational services under New York State Education Law. The college submits annual operating and capital budgets for approval, as such expenditures related to the college are not included in the County’s Annual Operating Budget. INTERNAL SERVICE FUNDS: Suffolk County has three major Internal Service Funds that support the operations of all County Departments. As such, fiscal oversight focuses on the balance of expenses and revenues in these funds. Interdepartment Operation and Service Fund (016) - The Interdepartment Operation and Service Fund provides funding for support services for all County Departments. The services include information technology, telecommunications, vehicles, performance management and the federal and state aid unit. Funding is derived primarily through interfund chargebacks to the departments in all funds. Self-Insurance Fund (038) - The County is self-insured for liability and workers compensation. The Self- Insurance Fund includes expenses and revenues for general liability and workers’ compensation insurance. Funding is derived primarily through interfund transfers and insurance recoveries. Employee Medical Health Plan (EMHP) Fund (039) - The County has been self-insured for employee health benefits since 1992. The Employee Medical Health Plan includes expenses for Major Medical, Hospitalization, Pharmaceuticals and Mental Hygiene Services. Funding is derived mostly from interfund transfers. Revenue include monies from Medicare Part D and pharmaceutical manufacturer rebates. The County created the Employee Medical Health Plan of Suffolk County (EMHP) in 1991, through collective bargaining with its then nine municipal labor unions (there are currently ten municipal labor unions), by legislative resolution, with an effective starting date of January 1, 1992. The EMHP currently covers active employees, retirees, dependent survivors, employees on leave of absence, self-paying faculty, terminated vested, union benefit fund employees and COBRA participants. Responsible for the oversight of the EMHP is the Labor Management Committee composed of a representative from each of the ten Suffolk County bargaining units and an equal number of County representatives appointed by the County Executive. In general, this joint

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Description of Funds

committee is responsible for addressing all policy issues regarding the health benefits plan. It meets monthly to consider disputes over claimed benefit levels, monitor the performance of providers, and consider changes in the administration of the plan. RESERVE FUNDS: Suffolk County has four major reserve funds: Tax Stabilization Reserve Fund (403) - Current Suffolk County Charter Law requires that a minimum of 25% of the prior year’s discretionary fund balance be transferred to the Tax Stabilization Reserve Fund or Debt Service Reserve Fund. Assessment Stabilization Reserve Fund (404) - The Suffolk County Sewer Assessment Stabilization Fund was created to provide long-term assessment stabilization in the sewer districts located within the County. It is funded through a share of revenues generated by the quarter cent sales tax. Sewer districts must increase rates by a minimum of three percent before they may access reserve funds to stabilize sewer taxes/usage fees in a district. Retirement Contribution Reserve Fund (420) - The Retirement Contribution Reserve Fund may be used for the payment of retirement contributions as authorized by Section 6-r of New York General Municipal Law. Debt Stabilization Reserve Fund (425) - The Debt Stabilization Reserve Fund may be used for the payment of one or several issues of bonds of such municipality or the purchase of the same. Insurance Reserve Fund (438) - The County Insurance Reserve Fund provides funding for certain uninsured losses, claims, actions or judgments for which a local government is required to purchase or maintain insurance, with certain exceptions. Local Law 18-2019, modernized the Fund which was originally provided for in Chapter 145 of the Suffolk County Code and as authorized by Section 6-n of New York General Municipal Law. SEWER DISTRICT FUNDS: Sewer districts that have ad valorem revenues also receive user fees.

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Fund Summary

001 - General Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (44,274,881) (14,585,019) 174,553 27,343,644 27,343,644 27,580,458

Revenue Real Property Taxes 42,093,825 49,036,632 29,036,633 49,036,632 49,036,632 49,036,632 Non Property Taxes 1,401,498,526 1,480,585,758 1,286,516,796 1,235,739,610 1,309,387,847 1,309,387,847 Real Property Tax Items 49,787,522 49,804,647 39,250,000 49,804,647 49,250,000 49,250,000 Departmental Income 153,676,672 149,322,607 140,961,179 145,816,178 140,901,312 140,901,312 Charges to Other Governments 17,899,268 15,777,701 15,753,783 15,808,258 15,811,258 15,072,146 Uses of Money & Property 34,940,515 22,894,480 20,131,000 22,615,959 22,241,977 22,241,977 Capital Fund Earnings 13,612,991 988,000 988,000 988,000 988,000 988,000 State Aid 259,408,679 281,568,922 245,281,495 289,766,110 259,648,321 259,648,321 Federal Aid 173,385,045 200,627,238 399,104,461 189,053,912 205,008,882 205,008,882 Interfund Revenue 99,173,253 62,971,874 103,856,991 156,613,568 168,986,144 155,226,108 Total Revenue 2,245,476,297 2,313,577,859 2,280,880,338 2,155,242,874 2,221,260,373 2,206,761,225

Expenses Personal Services 578,004,562 603,552,009 590,583,250 588,331,757 575,387,279 575,387,279 Equipment 863,571 1,268,331 1,095,162 1,550,573 1,265,327 1,265,327 Supplies, Materials, & Other Expenses 30,537,443 35,922,087 40,974,201 36,029,266 33,197,135 33,197,135 Contractual Expenses 931,433,664 982,127,479 941,159,372 978,452,202 970,392,403 969,890,105 Other 0 7,000,000 0 7,000,000 15,000,000 15,000,000 Principal on Debt 88,393,149 91,140,443 91,049,098 89,932,767 90,622,095 90,622,095 Interest on Indebtedness 48,737,383 45,500,556 41,819,175 49,803,731 50,695,045 50,695,045 Employee Benefits 174,444,400 181,311,216 180,445,529 165,122,295 162,256,524 162,256,524 Interfund Transfers 348,612,694 351,170,717 366,348,646 362,256,293 349,788,209 336,028,173 Total Expense 2,201,026,864 2,298,992,838 2,253,474,433 2,278,478,883 2,248,604,017 2,234,341,683

Ending Fund Balance 174,553 0 27,580,458 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-4

Fund Summary

003 - Grants Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (2,535,848) 0 (2,607,234) 0 0 0

Revenue Departmental Income 12,629 0 19,494 0 0 0 Uses of Money & Property 279,575 0 14,000 0 0 0 Federal Aid 18,403,548 0 33,517,824 0 0 0 State Aid 25,749,421 450,000 46,321,170 0 750,000 750,000 Total Revenue 44,445,173 450,000 79,872,488 0 750,000 750,000

Expenses Personal Services 15,091,504 0 15,112,418 0 0 0 Equipment 3,092,814 0 4,283,489 0 0 0 Supplies, Materials, & Other Expenses 1,905,978 0 6,367,116 0 0 0 Contractual Expenses 19,227,156 450,000 47,119,098 750,000 750,000 750,000 Employee Benefits 2,914,976 0 2,614,217 0 0 0 Interfund Transfers 2,284,131 0 1,768,916 0 0 0 Total Expense 44,516,558 450,000 77,265,254 750,000 750,000 750,000

Ending Fund Balance (2,607,234) 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-5

Fund Summary

007 - Tax Certiorari Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (821,415) (610,711) (610,703) (399,999) (399,999) (399,999)

Revenue Uses of Money & Property 8 0 0 0 0 0 Interfund Revenue 210,704 210,704 210,704 210,704 210,704 210,704 Total Revenue 210,712 210,704 210,704 210,704 210,704 210,704

Expenses 0 0 0 0 0 Total Expense 0 0 0 0 0 0

Ending Fund Balance (610,703) (400,007) (399,999) N/A (189,295) (189,295)

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-6

Fund Summary

010 - Town Village Code Enforcement Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 104 0 3 0 0 0

Revenue Uses of Money & Property 2 0 0 0 0 0 Total Revenue 2 0 0 0 0 0

Expenses Interfund Transfers 102 0 3 0 0 0 Total Expense 102 0 3 0 0 0

Ending Fund Balance 3 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-7

Fund Summary

016 - Inter-Department Operation and Svc Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (265,809) 0 0 (287,324) (287,324) (287,324)

Revenue Departmental Income 143,643 275,000 124,008 80,000 80,000 80,000 Uses of Money & Property 6,357,089 7,148,691 5,892,405 6,688,796 7,137,746 7,137,746 Federal Aid 0 0 5,948,919 0 287,324 287,324 Interfund Revenue 36,761,676 41,475,178 36,650,136 39,844,264 41,376,095 41,376,095 Charges to Other Governments 84,995 78,000 80,000 80,000 80,000 80,000 Total Revenue 43,347,403 48,976,869 48,695,468 46,693,060 48,961,165 48,961,165

Expenses Personal Services 11,910,481 13,326,930 13,967,864 14,928,113 14,448,438 14,448,438 Equipment 36,758 85,000 139,677 62,400 30,750 30,750 Supplies, Materials, & Other Expenses 12,956,406 16,072,454 14,867,609 14,207,669 14,136,974 14,136,974 Contractual Expenses 4,351,703 4,576,425 4,941,698 4,622,838 4,295,800 4,295,800 Principal on Debt 4,070,416 4,504,308 4,524,625 4,309,363 4,797,784 4,797,784 Interest on Indebtedness 1,360,733 1,462,026 1,450,515 1,260,914 1,633,280 1,633,280 Employee Benefits 3,058,825 3,080,360 3,151,298 3,308,231 3,308,231 3,308,231 Interfund Transfers 5,336,273 5,869,366 5,939,506 6,147,099 6,022,584 6,022,584 Total Expense 43,081,594 48,976,869 48,982,792 48,846,627 48,673,841 48,673,841

Ending Fund Balance 0 0 (287,324) N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-8

Fund Summary

038 - Self Insurance Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (2,137,151) (335,000) (3,670,137) (200,000) (200,000) (200,000)

Revenue Uses of Money & Property 14,521,250 8,043,378 13,141,681 8,043,378 6,860,844 6,860,844 Interfund Revenue 48,014,313 55,791,713 50,314,552 55,821,746 53,665,902 53,665,902 Total Revenue 62,535,562 63,835,091 63,456,233 63,865,124 60,526,746 60,526,746

Expenses Personal Services 3,209,380 3,211,944 3,099,708 3,290,152 3,029,021 3,029,021 Equipment 543 0 0 0 0 0 Supplies, Materials, & Other Expenses 201,584 211,929 201,394 215,665 215,665 215,665 Contractual Expenses 5,921,425 5,456,590 6,121,103 5,456,460 6,324,729 6,324,729 Principal on Debt 7,022,083 6,420,157 6,421,482 5,422,588 5,603,250 5,603,250 Interest on Indebtedness 2,071,634 2,141,472 2,119,718 1,920,173 2,057,881 2,057,881 Employee Benefits 44,190,583 44,444,053 40,402,396 42,896,801 41,436,801 41,436,801 Interfund Transfers 1,451,316 1,613,946 1,620,295 1,613,946 1,659,399 1,659,399 Total Expense 64,068,548 63,500,091 59,986,096 60,815,785 60,326,746 60,326,746

Ending Fund Balance (3,670,137) 0 (200,000) N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-9

Fund Summary

039 - Employee Medical Health Plan Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (12,685,116) (14,813,681) (21,966,420) 17,254,677 17,254,677 17,254,677

Revenue Departmental Income 10,876,512 19,960,233 19,561,900 21,352,500 20,923,875 20,923,875 Uses of Money & Property 49,284,596 51,468,147 54,009,972 50,942,809 53,317,842 53,317,842 Federal Aid 0 0 0 0 1,350,000 1,350,000 Interfund Revenue 369,741,042 400,061,391 406,234,524 406,689,742 400,693,084 400,693,084 Total Revenue 429,902,150 471,489,771 479,806,396 478,985,051 476,284,801 476,284,801

Expenses Personal Services 603,886 1,022,912 996,184 1,069,095 1,020,555 1,020,555 Equipment 0 400 979 0 0 0 Supplies, Materials, & Other Expenses 6,222 9,300 6,396 6,850 4,900 4,900 Contractual Expenses 10,036,102 11,768,605 12,316,613 10,917,949 12,165,256 12,165,256 Employee Benefits 427,878,546 443,696,889 427,076,093 487,744,153 480,119,187 480,119,187 Interfund Transfers 658,699 177,984 189,034 177,984 229,580 229,580 Total Expense 439,183,454 456,676,090 440,585,299 499,916,031 493,539,478 493,539,478

Ending Fund Balance (21,966,420) 0 17,254,677 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-10

Fund Summary

102 - Public Safety Comm Sys E-911 Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 1,489,273 0 1,628,230 4,409,402 4,409,402 4,409,402

Revenue Non Property Taxes 7,934,884 7,817,991 7,886,840 7,886,840 7,886,840 7,886,840 Uses of Money & Property 1,991 1,250 1,703 1,250 1,250 1,250 Federal Aid 0 0 3,153,047 0 0 0 Interfund Revenue 13,143,795 14,350,793 14,350,793 14,350,793 10,643,476 10,643,476 Total Revenue 21,080,670 22,170,034 25,392,383 22,238,883 18,531,566 18,531,566

Expenses Personal Services 10,274,396 10,687,100 11,073,505 11,667,079 11,254,301 11,254,301 Equipment 0 3,000 0 2,824 5,824 5,824 Supplies, Materials, & Other Expenses 242,749 334,126 298,177 337,606 337,606 337,606 Contractual Expenses 3,838,272 4,177,605 4,151,909 4,143,266 4,146,877 4,146,877 Principal on Debt 191,653 210,862 210,862 223,086 223,086 223,086 Interest on Indebtedness 112,500 103,397 103,397 92,551 92,551 92,551 Employee Benefits 2,653,087 2,686,517 2,720,139 2,818,240 2,818,240 2,818,240 Interfund Transfers 3,629,055 3,967,427 4,053,222 4,130,935 4,062,483 4,062,483 Total Expense 20,941,712 22,170,034 22,611,211 23,415,587 22,940,968 22,940,968

Ending Fund Balance 1,628,230 0 4,409,402 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-11

Fund Summary

105 - County Road Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (750,685) 0 931,415 2,821,265 2,821,265 2,821,265

Revenue Departmental Income 31,058,656 31,046,000 30,500,000 31,046,000 31,046,000 31,046,000 Uses of Money & Property 953,807 523,200 659,169 423,200 423,200 423,200 Federal Aid 0 0 0 0 48,541 48,541 State Aid 6,491,627 6,096,429 5,189,779 4,873,621 4,873,621 4,873,621 Charges to Other Governments 1,250 1,000 1,000 1,000 1,000 1,000 Total Revenue 38,505,339 37,666,629 36,349,948 36,343,821 36,392,362 36,392,362

Expenses Personal Services 5,576,790 5,963,606 5,238,830 5,886,548 5,577,661 5,577,661 Equipment 174,265 79,440 72,440 66,000 66,000 66,000 Supplies, Materials, & Other Expenses 3,393,994 4,379,969 2,766,840 4,065,469 4,058,775 4,058,775 Contractual Expenses 200,114 244,351 224,936 242,706 242,058 242,058 Employee Benefits 1,459,452 1,494,195 1,403,588 1,420,577 1,420,577 1,420,577 Interfund Transfers 26,018,625 25,505,068 24,753,464 25,752,747 27,848,556 27,848,556 Total Expense 36,823,240 37,666,629 34,460,098 37,434,047 39,213,627 39,213,627

Ending Fund Balance 931,415 0 2,821,265 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-12

Fund Summary

112 - Handicapped Parking Education Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 809,901 786,301 837,158 863,723 863,723 863,723

Revenue Uses of Money & Property 27,257 26,400 26,565 26,565 26,565 26,565 Total Revenue 27,257 26,400 26,565 26,565 26,565 26,565

Expenses Supplies, Materials, & Other Expenses 0 100,000 0 100,000 100,000 100,000 Total Expense 0 100,000 0 100,000 100,000 100,000

Ending Fund Balance 837,158 712,701 863,723 N/A 790,288 790,288

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-13

Fund Summary

115 - Police District Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (20,338,087) (11,298,112) (8,263,348) 0 0 0

Revenue Real Property Taxes 591,307,286 607,963,890 607,963,890 607,963,890 619,515,204 619,515,204 Non Property Taxes 28,619,734 32,212,733 9,600,000 26,791,334 29,851,864 29,851,864 Real Property Tax Items 8,761,921 10,846,328 8,700,000 10,846,328 8,700,000 8,700,000 Departmental Income 3,235,419 3,142,340 2,107,220 2,639,708 2,239,708 2,239,708 Uses of Money & Property 2,185,030 2,874,871 1,183,498 2,071,746 2,017,714 2,017,714 Federal Aid 12,688 0 66,052,508 0 1,455,558 1,455,558 State Aid 349,066 200,000 200,000 200,000 200,000 200,000 Capital Fund Earnings 14,213 0 0 0 0 0 Interfund Revenue 40,022,428 38,428,396 962,669 38,457,716 991,989 991,989 Charges to Other Governments 133,784 115,000 80,000 115,000 115,000 115,000 Total Revenue 674,641,569 695,783,558 696,849,785 689,085,722 665,087,037 665,087,037

Expenses Personal Services 374,312,889 372,727,039 379,963,653 382,072,879 369,247,434 369,247,434 Equipment 27,840 49,410 9,093 49,089 49,089 49,089 Supplies, Materials, & Other Expenses 1,971,140 3,025,818 2,268,693 2,722,786 2,698,331 2,698,331 Contractual Expenses 11,847,776 12,109,450 12,127,426 11,980,314 7,378,563 7,378,563 Principal on Debt 2,712,119 4,489,307 4,469,306 4,868,185 4,754,286 4,754,286 Interest on Indebtedness 1,024,415 1,311,734 1,311,734 1,432,224 1,360,650 1,360,650 Employee Benefits 123,405,576 126,460,279 127,033,355 120,977,151 120,977,453 120,977,453 Interfund Transfers 147,265,073 164,312,409 161,403,177 166,630,995 158,621,231 158,621,231 Total Expense 662,566,829 684,485,446 688,586,437 690,733,623 665,087,037 665,087,037

Ending Fund Balance (8,263,348) 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-14

Fund Summary

121 - MTA Payroll Tax Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (2,838,394) 15,473 7,752 2,004 2,004 2,004

Revenue Real Property Taxes 5,704,408 2,852,204 2,852,197 2,852,204 2,852,204 2,852,204 Real Property Tax Items 26,507 17,106 26,807 26,807 26,807 26,807 Uses of Money & Property 14 0 31 0 0 0 Total Revenue 5,730,929 2,869,310 2,879,035 2,879,011 2,879,011 2,879,011

Expenses Interfund Transfers 2,884,783 2,884,783 2,884,783 2,881,015 2,881,015 2,881,015 Total Expense 2,884,783 2,884,783 2,884,783 2,881,015 2,881,015 2,881,015

Ending Fund Balance 7,752 0 2,004 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-15

Fund Summary

133 - District Court Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (9,572,163) (10,952,779) (11,900,213) (6,065,318) (6,065,318) (6,065,318)

Revenue Real Property Taxes 6,513,302 6,513,302 6,513,302 14,513,302 14,513,302 14,513,302 Real Property Tax Items 96,220 187,763 96,000 96,000 96,000 96,000 Uses of Money & Property 526,957 805,998 805,998 805,998 805,998 805,998 State Aid 4,198,660 4,697,717 3,900,000 3,900,000 3,900,000 3,900,000 Total Revenue 11,335,138 12,204,780 11,315,300 19,315,300 19,315,300 19,315,300

Expenses Principal on Debt 139,147 142,478 142,478 145,564 145,564 145,564 Interest on Indebtedness 60,123 55,179 55,179 50,074 50,074 50,074 Interfund Transfers 13,463,918 1,054,344 5,282,748 5,282,748 13,054,344 13,054,344 Total Expense 13,663,189 1,252,001 5,480,405 5,478,386 13,249,982 13,249,982

Ending Fund Balance (11,900,213) 0 (6,065,318) N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-16

Fund Summary

136 - Traffic Violations Bureau Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 9,546 0 288,825 0 0 0

Revenue Uses of Money & Property 53,492,678 54,679,500 30,337,700 55,047,600 55,047,600 55,047,600 Federal Aid 0 0 123,968 0 2,627 2,627 Total Revenue 53,492,678 54,679,500 30,461,668 55,047,600 55,050,227 55,050,227

Expenses Personal Services 2,426,987 2,990,348 2,523,864 2,999,172 2,856,071 2,856,071 Equipment 43,741 278,500 543,500 775,900 275,900 275,900 Supplies, Materials, & Other Expenses 293,255 521,000 309,807 531,020 531,020 531,020 Contractual Expenses 10,038,719 9,775,344 5,453,818 9,767,019 9,762,563 9,762,563 Principal on Debt 109,260 111,335 111,335 113,607 113,607 113,607 Interest on Indebtedness 68,544 65,013 65,013 61,411 61,411 61,411 Employee Benefits 548,795 590,580 612,270 645,173 645,173 645,173 Interfund Transfers 39,684,097 40,347,380 21,130,886 40,119,313 40,804,482 40,804,482 Total Expense 53,213,398 54,679,500 30,750,493 55,012,615 55,050,227 55,050,227

Ending Fund Balance 288,825 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-17

Fund Summary

166 - SC Fair Elections Matching Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 1,000,000 1,000,000 985,401 985,401 985,401

Revenue Interfund Revenue 1,000,000 1,000,000 0 0 0 0 Total Revenue 1,000,000 1,000,000 0 0 0 0

Expenses Supplies, Materials, & Other Expenses 0 0 199 0 0 0 Contractual Expenses 0 0 14,400 14,400 14,400 14,400 Total Expense 0 0 14,599 14,400 14,400 14,400

Ending Fund Balance 1,000,000 2,000,000 985,401 N/A 971,001 971,001

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-18

Fund Summary

176 - Environmental Trust Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 3,654,886 1,744,330 1,741,122 1,758,122 1,758,122 1,758,122

Revenue Uses of Money & Property 58,011 30,000 17,000 25,000 25,000 25,000 Total Revenue 58,011 30,000 17,000 25,000 25,000 25,000

Expenses Contractual Expenses 1,971,775 0 0 0 0 0 Total Expense 1,971,775 0 0 0 0 0

Ending Fund Balance 1,741,122 1,774,330 1,758,122 N/A 1,783,122 1,783,122

Reserved for Land Acquisitions Revenue 1,278,404 1,295,044 1,290,886 1,309,242 1,309,242 Sharing 12-5(D) N/A Reserved for Parkland Acquisitions in Non Pine 462,718 479,286 467,236 473,880 473,880 Barren Towns 12-5(E) (1) (a) N/A

Unreserved Fund Balance, Dec. 31 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-19

Fund Summary

192 - Hotel/Motel Tax Culture & History Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 1,738,207 942,031 993,335 (1,100,497) (1,100,497) (832,033)

Revenue Non Property Taxes 11,388,752 12,512,152 6,256,076 8,457,970 9,680,439 9,680,439 Uses of Money & Property 54,237 0 0 0 0 0 Total Revenue 11,442,989 12,512,152 6,256,076 8,457,970 9,680,439 9,680,439

Expenses Personal Services 1,380,445 1,497,358 783,042 1,467,009 1,101,584 1,101,584 Equipment 2,889 20,000 5,000 1,500 5,000 5,000 Supplies, Materials, & Other Expenses 344,463 585,746 299,582 340,690 308,773 308,773 Contractual Expenses 5,718,374 6,146,899 4,599,523 4,086,452 3,875,397 4,143,861 Employee Benefits 293,416 327,360 290,399 355,863 316,583 316,583 Interfund Transfers 4,448,274 4,876,820 2,103,898 4,876,820 2,972,605 2,972,605 Total Expense 12,187,861 13,454,183 8,081,444 11,128,334 8,579,942 8,848,406

Ending Fund Balance 993,335 0 (832,033) N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-20

Fund Summary

193 - Hotel Motel Arts and Cultural Programming Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 0 0 268,464 268,464 0

Revenue Interfund Revenue 0 0 0 0 0 0 Total Revenue 0 0 0 0 0 0

Expenses Contractual Expenses 0 0 0 268,464 268,464 0 Total Expense 0 0 0 268,464 268,464 0

Ending Fund Balance 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-21

Fund Summary

203 - Sewer Dist #03 Southwest Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 5,442,868 0 11,424,668 15,033,599 15,033,599 15,033,599

Revenue Real Property Taxes 27,762,310 25,456,559 25,838,968 25,544,393 19,561,984 19,561,984 Real Property Tax Items 84,955 81,370 81,370 81,370 81,370 81,370 Departmental Income 25,040,445 25,249,445 25,282,032 25,849,136 25,849,136 25,849,136 Uses of Money & Property 828,018 857,210 1,703,455 802,883 802,883 802,883 Capital Fund Earnings 107,368 30,500 30,500 30,500 30,500 30,500 Interfund Revenue 18,458 18,458 18,458 7,760 7,760 7,760 Charges to Other Governments 2,437,087 2,111,828 2,111,828 2,114,020 2,114,020 2,114,020 Total Revenue 56,278,642 53,805,370 55,066,611 54,430,062 48,447,653 48,447,653

Expenses Personal Services 6,659,699 7,376,792 6,502,221 8,030,884 7,561,789 7,561,789 Equipment 292,802 632,750 482,000 637,750 509,300 509,300 Supplies, Materials, & Other Expenses 12,096,052 15,119,900 14,201,299 16,987,900 16,718,500 16,718,500 Contractual Expenses 4,558,108 5,856,478 5,684,950 6,092,791 5,988,090 5,988,090 Principal on Debt 6,001,479 6,378,392 6,379,690 6,575,744 6,425,862 6,425,862 Interest on Indebtedness 2,961,684 3,337,037 3,402,602 3,135,693 3,171,446 3,171,446 Employee Benefits 1,780,267 1,826,257 1,755,010 1,820,208 1,820,208 1,820,208 Interfund Transfers 15,946,750 13,277,764 13,049,908 27,386,997 21,286,057 21,286,057 Total Expense 50,296,842 53,805,370 51,457,680 70,667,967 63,481,252 63,481,252

Ending Fund Balance 11,424,668 0 15,033,599 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-22

Fund Summary

259 - Sewer Dist Bldg/Sanitation Adm Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 419,288 868,986 1,065,263 319,088 319,088 319,088

Revenue Departmental Income 49,000 45,000 45,000 40,000 45,000 45,000 Uses of Money & Property 12,715 11,400 9,400 9,400 9,400 9,400 Federal Aid 0 0 0 0 27,524 27,524 Capital Fund Earnings 0 950 950 950 950 950 Interfund Revenue 5,752,757 5,247,541 5,247,541 6,227,868 6,077,733 6,077,733 Total Revenue 5,814,472 5,304,891 5,302,891 6,278,218 6,160,607 6,160,607

Expenses Personal Services 2,410,717 2,970,485 2,945,714 3,390,509 3,274,849 3,274,849 Equipment 1,592 9,370 2,701 9,370 970 970 Supplies, Materials, & Other Expenses 78,064 91,385 79,440 74,235 74,235 74,235 Contractual Expenses 8,255 32,413 31,498 33,699 35,467 35,467 Employee Benefits 623,281 661,913 677,294 697,444 697,444 697,444 Interfund Transfers 2,046,588 2,408,311 2,312,419 2,397,245 2,396,730 2,396,730 Total Expense 5,168,496 6,173,877 6,049,066 6,602,502 6,479,695 6,479,695

Ending Fund Balance 1,065,263 0 319,088 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-23

Fund Summary

261 - Sewer Maintenance & Operations Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (1,097,056) (1,200,470) 233,862 3,836,294 3,836,294 3,836,294

Revenue Departmental Income 57,697 164,225 60,000 64,225 64,225 64,225 Uses of Money & Property 1,705 206,850 106,850 1,850 106,850 106,850 Capital Fund Earnings (108) 0 0 0 0 0 Federal Aid 0 0 0 0 26,843 26,843 Interfund Revenue 25,225,013 28,037,462 28,037,462 22,322,148 21,117,945 21,117,945 Total Revenue 25,284,306 28,408,537 28,204,312 22,388,223 21,315,863 21,315,863

Expenses Personal Services 9,665,596 10,207,352 9,471,975 11,202,331 10,784,155 10,784,155 Equipment 161,904 533,217 282,317 536,117 469,817 469,817 Supplies, Materials, & Other Expenses 2,309,644 2,731,562 2,680,997 2,961,527 2,879,325 2,879,325 Contractual Expenses 335,655 431,551 428,177 491,149 486,764 486,764 Principal on Debt 8,889 5,499 5,499 0 0 0 Interest on Indebtedness 719 275 275 0 0 0 Employee Benefits 2,495,877 2,539,859 2,476,925 2,520,871 2,520,871 2,520,871 Interfund Transfers 8,975,104 10,758,752 9,255,715 8,139,711 8,011,225 8,011,225 Total Expense 23,953,389 27,208,067 24,601,880 25,851,706 25,152,157 25,152,157

Ending Fund Balance 233,862 0 3,836,294 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-24

Fund Summary

200's - All Other Sewer Districts

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 10,126,687 8,350,539 10,621,409 10,537,866 10,537,866 10,537,866

Revenue Real Property Taxes 8,874,706 9,217,230 9,263,840 9,280,025 9,496,076 9,496,076 Departmental Income 9,976,172 10,427,026 10,468,177 10,814,037 10,689,798 10,689,798 Charges to Other Governments 790,952 1,263,666 1,250,756 1,280,566 1,280,566 1,280,566 Uses of Money & Property 112,449 71,021 113,775 71,188 71,188 71,188 Capital Fund Earnings 111,710 3,545 3,545 3,545 3,545 3,545 Interfund Revenue 13,259,541 16,508,879 16,508,879 9,231,660 8,905,611 8,905,611 Total Revenue 33,125,530 37,491,367 37,608,972 30,680,979 30,446,784 30,446,784

Expenses Equipment 965,740 1,611,622 1,607,622 1,622,371 1,618,371 1,618,371 Supplies, Materials, & Other Expenses 2,187,196 3,890,007 3,804,431 3,931,606 3,816,980 3,816,980 Contractual Expenses 3,297,142 4,161,131 4,081,651 4,159,143 4,079,961 4,079,961 Principal on Debt 5,170,665 5,693,875 5,605,456 5,910,049 5,689,414 5,689,414 Interest on Indebtedness 2,468,399 2,635,986 2,513,871 2,595,606 2,427,438 2,427,438 Interfund Transfers 18,541,668 20,079,484 20,079,484 14,697,764 14,697,764 14,697,764 Total Expense 32,630,811 38,072,105 37,692,515 32,916,539 32,329,928 32,329,928

Ending Fund Balance 10,621,409 7,769,801 10,537,866 N/A 8,654,722 8,654,722

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-25

Fund Summary

320 - Federal Workforce Investment Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (578,909) 0 (780,527) 0 0 0

Revenue Uses of Money & Property 3,746 0 0 0 0 0 State Aid 1,645,668 1,698,948 1,860,649 1,745,466 1,754,906 1,754,906 Federal Aid 6,974,052 9,311,995 9,730,407 8,567,128 8,635,683 8,635,683 Total Revenue 8,623,466 11,010,943 11,591,056 10,312,594 10,390,589 10,390,589

Expenses Personal Services 5,630,518 6,486,543 6,526,752 6,751,402 6,801,402 6,801,402 Equipment 5,842 19,500 19,500 24,000 24,000 24,000 Supplies, Materials, & Other Expenses 70,229 100,100 94,600 91,168 91,168 91,168 Contractual Expenses 854,635 1,615,668 1,612,495 789,618 790,916 790,916 Employee Benefits 1,033,611 1,228,842 1,246,571 1,341,114 1,341,114 1,341,114 Interfund Transfers 1,230,249 1,560,290 1,310,611 1,341,801 1,341,989 1,341,989 Total Expense 8,825,084 11,010,943 10,810,529 10,339,103 10,390,589 10,390,589

Ending Fund Balance (780,527) 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-26

Fund Summary

351 - Community Development Admin Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance (2,463,687) (2,599,200) (2,639,872) (2,969,313) (2,969,313) (2,969,313)

Revenue Interfund Revenue 461,785 509,015 310,527 495,086 495,086 495,086 Total Revenue 461,785 509,015 310,527 495,086 495,086 495,086

Expenses Personal Services 342,910 328,981 296,801 307,577 307,577 307,577 Supplies, Materials, & Other Expenses 6,382 11,668 11,668 16,432 16,432 16,432 Contractual Expenses 724 6,942 15,881 6,942 81,980 81,980 Employee Benefits 89,724 90,090 87,751 86,794 86,794 86,794 Interfund Transfers 198,230 219,985 227,867 221,024 224,743 224,743 Total Expense 637,970 657,666 639,968 638,769 717,526 717,526

Ending Fund Balance (2,639,872) (2,747,851) (2,969,313) N/A (3,191,753) (3,191,753)

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-27

Fund Summary

360 - Medicaid Compliance Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 95,396 0 150,298 0 0 0

Revenue Uses of Money & Property 2,121 825 825 825 825 825 State Aid 16,834,328 18,694,424 17,351,148 17,921,832 17,615,686 17,615,686 Federal Aid 16,888,285 18,754,342 17,462,551 18,036,900 17,720,199 17,720,199 Total Revenue 33,724,734 37,449,591 34,814,524 35,959,557 35,336,710 35,336,710

Expenses Personal Services 18,221,571 19,996,357 18,318,585 17,965,553 18,298,117 18,298,117 Equipment 42,819 243,000 295,000 250,000 250,000 250,000 Supplies, Materials, & Other Expenses 414,478 585,055 538,000 577,500 572,500 572,500 Contractual Expenses 835,058 1,591,812 1,145,472 1,738,775 1,725,194 1,725,194 Employee Benefits 4,924,785 4,947,339 4,878,705 4,756,054 4,756,054 4,756,054 Interfund Transfers 9,231,121 10,086,028 9,789,060 10,338,179 9,734,845 9,734,845 Total Expense 33,669,832 37,449,591 34,964,822 35,626,061 35,336,710 35,336,710

Ending Fund Balance 150,298 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-28

Fund Summary

401 - General Capital Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 0 2,531,667 0 0 0

Revenue Interfund Revenue 3,853,667 4,451,667 4,418,334 878,950 878,950 878,950 Total Revenue 3,853,667 4,451,667 4,418,334 878,950 878,950 878,950

Expenses Interfund Transfers 1,322,000 4,451,667 6,950,001 878,950 878,950 878,950 Total Expense 1,322,000 4,451,667 6,950,001 878,950 878,950 878,950

Ending Fund Balance 2,531,667 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-29

Fund Summary

403 - Tax Stabilization Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 49,551,832 49,646,832 49,774,655 24,869,655 24,869,655 24,869,655

Revenue Uses of Money & Property 222,822 95,000 95,000 95,000 95,000 95,000 Total Revenue 222,822 95,000 95,000 95,000 95,000 95,000

Expenses Interfund Transfers 0 0 25,000,000 0 0 0 Total Expense 0 0 25,000,000 0 0 0

Ending Fund Balance 49,774,655 49,741,832 24,869,655 N/A 24,964,655 24,964,655

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-30

Fund Summary

404 - Assessment Stabilization Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 16,942,139 34,946,021 33,166,071 61,820,929 61,820,929 61,820,929

Revenue Uses of Money & Property 559,108 270,000 270,000 270,000 270,000 270,000 Capital Fund Earnings 2,563 0 0 0 0 0 Interfund Revenue 36,799,441 37,072,579 51,510,724 23,196,597 23,204,920 23,204,920 Total Revenue 37,361,112 37,342,579 51,780,724 23,466,597 23,474,920 23,474,920

Expenses Contractual Expenses 511,278 511,278 511,278 511,278 511,278 511,278 Interfund Transfers 20,625,902 22,614,588 22,614,588 64,541,551 64,261,116 63,136,116 Total Expense 21,137,180 23,125,866 23,125,866 65,052,829 64,772,394 63,647,394

Ending Fund Balance 33,166,071 49,162,734 61,820,929 N/A 20,523,455 21,648,455

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-31

Fund Summary

405 - Southwest Assessment Stabilization Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 137,614,982 91,235,239 135,278,333 84,925,426 84,925,426 84,925,426

Revenue Uses of Money & Property 330,703 240,000 240,000 240,000 240,000 240,000 Interfund Revenue 2,257,648 3,182,093 3,182,093 19,231,828 13,233,936 13,233,936 Total Revenue 2,588,351 3,422,093 3,422,093 19,471,828 13,473,936 13,473,936

Expenses Interfund Transfers 4,925,000 53,125,000 53,775,000 54,677,000 54,677,000 54,677,000 Total Expense 4,925,000 53,125,000 53,775,000 54,677,000 54,677,000 54,677,000

Ending Fund Balance 135,278,333 41,532,332 84,925,426 N/A 43,722,362 43,722,362

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-32

Fund Summary

406 - Sewer Infrastructure Program Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 20,769,550 21,271,273 19,155,104 18,413,618 18,413,618 18,413,618

Revenue Uses of Money & Property 102,869 50,000 75,000 95,000 70,000 70,000 Interfund Revenue 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Total Revenue 2,102,869 2,050,000 2,075,000 2,095,000 2,070,000 2,070,000

Expenses Contractual Expenses 2,571,315 0 2,305,124 0 0 0 Interfund Transfers 1,146,000 0 511,362 0 0 0 Total Expense 3,717,315 0 2,816,486 0 0 0

Ending Fund Balance 19,155,104 23,321,273 18,413,618 N/A 20,483,618 20,483,618

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only. 3. Pursuant to Resolution No. 866-2013, the Adopted 2013 Operating Budget was amended to include Fund 406-Sewer Infrastructure Program Fund as a multi- year non-lapsing fund. As such, the fund is not included in the Operating Budget. 4. The 2019 actual has been corrected to reflect actual expenditure by expense type.  Contractual Expenses changed from $3,717,315 in the 2021 Recommended Operating Budget to $2,571,315.  Interfund Transfers changed from $0 in the 2021 Recommended Operating Budget to $1,146,000.

2-33

Fund Summary

420 - Retirement Contribution Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 234 0 0 0 0

Revenue Interfund Revenue 0 0 0 0 0 0

Expenses Total Expense 0 0 0 0 0

Ending Fund Balance 0 234 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-34

Fund Summary

425 - Debt Service Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 0 0 0 0 0

Revenue Interfund Revenue 26,145,296 0 0 13,760,036 13,760,036 0 Total Revenue 26,145,296 0 0 13,760,036 13,760,036 0

Expenses Interfund Transfers 26,145,296 0 0 13,760,036 13,760,036 0 Total Expense 26,145,296 0 0 13,760,036 13,760,036 0

Ending Fund Balance 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-35

Fund Summary

438 - Insurance Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 0 0 1,000,000 1,000,000 1,000,000

Revenue Interfund Revenue 0 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Total Revenue 0 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Expenses Total Expense 0 0 0 0 0

Ending Fund Balance 0 1,000,000 1,000,000 N/A 2,000,000 2,000,000

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-36

Fund Summary

475 - Water Quality Protection Reserve Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 158 161 422 424 424 424

Revenue Uses of Money & Property 264 2 2 2 2 2 Total Revenue 264 2 2 2 2 2

Expenses Total Expense 0 0 0 0 0

Ending Fund Balance 422 163 424 N/A 426 426

Reserved for Land Acquisitions in Pine Barren 422 163 424 426 426 426 Towns 12-5€ (1) (b)

Unreserved Fund Balance, Dec. 31 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-37

Fund Summary

477 - SC Water Protection Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 15,206,523 26,399,048 16,205,696 13,995,186 13,995,186 13,995,186

Revenue Non Property Taxes 85,939,599 89,707,881 78,084,023 74,610,056 79,840,914 79,840,914 Uses of Money & Property 146,022 160,000 110,000 160,000 110,000 110,000 Capital Fund Earnings 259,106 0 1,228,815 0 0 0 State Aid 530,073 588,499 525,000 525,000 525,000 525,000 Federal Aid 0 0 1,114,898 0 0 0 Total Revenue 86,874,799 90,456,380 81,062,736 75,295,056 80,475,914 80,475,914

Expenses Personal Services 5,439,285 5,659,627 5,610,967 5,783,900 5,590,322 5,590,322 Equipment 193,983 204,000 154,100 60,842 152,800 152,800 Supplies, Materials, & Other Expenses 429,459 451,456 422,560 209,644 322,890 322,890 Contractual Expenses 1,289,714 1,371,328 1,325,808 1,343,497 1,355,831 1,355,831 Principal on Debt 10,176,054 10,550,709 10,550,709 11,011,040 11,011,040 11,011,040 Interest on Indebtedness 5,418,081 4,970,565 4,970,565 4,488,032 4,488,032 4,488,032 Employee Benefits 1,261,637 1,348,989 1,344,845 1,413,188 1,413,188 1,413,188 Interfund Transfers 61,667,412 52,680,091 58,893,692 45,416,977 47,216,680 47,216,680 Total Expense 85,875,626 77,236,765 83,273,246 69,727,120 71,550,783 71,550,783

Ending Fund Balance 16,205,696 39,618,663 13,995,186 N/A 22,920,317 22,920,317

Reserved for Water Quality Protection Program 83,971 83,971 83,971 83,971 83,971 (Local Law 35-1999) N/A Reserved for Open Space Acquisition (Local 12,050 12,050 12,050 12,050 12,050 Law 35-1999) N/A Reserved for Water Quality Protection & Land 4,870,860 5,706,321 5,056,472 4,570,315 4,570,315 Stewardship (Local Law 24-2007) N/A Reserved for Land Acquisitions (Local Law 24- 2007) 11,238,815 33,816,321 8,842,693 N/A 18,253,981 18,253,981

Unreserved Fund Balance, Dec. 31 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only. 3. The 2020 estimate for the following two reserve funds has been corrected from the amounts included in the 2021 Recommended Operating Budget document. • Reserved for Water Quality Protection & Land Stewardship (Local Law 24-2007) changed from $4,776,386 in the 2021 Recommended Budget document to $5,056,472. • Reserved for Land Acquisitions (Local Law 24-2007) changed from $8,101,357 in the 2021 Recommended Budget document to $8,842,693.

2-38

Fund Summary

613 - Suffolk Health Plan Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 0 0 0 0 0

Revenue Total Revenue 0 0 0 0 0 0

Expenses Total Expense 0 0 0 0 0 0

Ending Fund Balance 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only. 3. Fund was closed in 2012.

2-39

Fund Summary

620 - Suffolk County Ball Park Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 130,462 0 114,404 (176,796) (176,796) (176,796)

Revenue Departmental Income 765,347 805,600 324,100 655,000 655,000 655,000 Uses of Money & Property 8,735 9,500 3,000 3,000 3,000 3,000 Total Revenue 774,082 815,100 327,100 658,000 658,000 658,000

Expenses Personal Services 0 3,500 0 0 0 0 Supplies, Materials, & Other Expenses 110,782 142,500 0 0 0 0 Principal on Debt 136,096 0 0 0 0 0 Interest on Indebtedness 3,402 0 0 0 0 0 Interfund Transfers 539,859 669,100 618,300 481,204 481,204 481,204 Total Expense 790,139 815,100 618,300 481,204 481,204 481,204

Ending Fund Balance 114,404 0 (176,796) N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-40

Fund Summary

621 - Ball Park Improvement Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 0 0 0 0 0 0

Revenue Interfund Revenue 0 436,600 218,300 450,000 450,000 450,000 Total Revenue 0 436,600 218,300 450,000 450,000 450,000

Expenses Supplies, Materials, & Other Expenses 0 436,600 218,300 450,000 450,000 450,000 Total Expense 0 436,600 218,300 450,000 450,000 450,000

Ending Fund Balance 0 0 0 N/A 0 0

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-41

Fund Summary

625 - F.S. Gabreski Airport Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 3,219,313 3,632,677 4,048,156 4,737,932 4,737,932 4,737,932

Revenue Departmental Income 2,962,567 3,151,854 3,177,522 3,214,019 3,214,019 3,214,019 Uses of Money & Property 192,337 281,115 301,533 303,916 303,916 303,916 Capital Fund Earnings 15,457 3,600 42,530 3,600 3,600 3,600 State Aid 0 0 70,400 0 0 0 Total Revenue 3,170,361 3,436,569 3,591,985 3,521,535 3,521,535 3,521,535

Expenses Personal Services 464,548 593,683 596,686 599,916 541,037 541,037 Equipment 0 120,000 120,000 120,000 120,000 120,000 Supplies, Materials, & Other Expenses 50,595 173,265 173,356 174,672 174,672 174,672 Contractual Expenses 144,641 336,008 310,248 309,779 309,991 309,991 Principal on Debt 622,458 628,223 628,223 608,264 608,264 608,264 Interest on Indebtedness 247,125 221,942 221,942 196,992 196,992 196,992 Employee Benefits 106,564 107,521 121,226 128,037 128,037 128,037 Interfund Transfers 705,586 738,879 730,528 703,125 739,171 739,171 Total Expense 2,341,517 2,919,521 2,902,209 2,840,785 2,818,164 2,818,164

Ending Fund Balance 4,048,156 4,149,725 4,737,932 N/A 5,441,303 5,441,303

Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

2-42

Fund Summary

708 - Vanderbilt Museum Fund

2019 2020 2020 2021 2021 2021 Act. Adpt. Est. Req. Rec. Adpt.

Beginning Fund Balance 856,721 854,950 855,480 575,820 575,820 575,820

Revenue Departmental Income 1,302,258 1,425,000 265,000 1,000,000 1,000,000 1,000,000 Uses of Money & Property 455,586 344,500 1,424,125 990,851 990,851 990,851 Interfund Revenue 1,143,087 1,226,002 635,425 899,370 899,370 899,370 Total Revenue 2,900,931 2,995,502 2,324,550 2,890,221 2,890,221 2,890,221

Expenses Personal Services 1,587,676 1,692,773 1,268,140 1,337,500 1,337,500 1,337,500 Equipment 52,587 31,000 62,800 33,000 33,000 33,000 Supplies, Materials, & Other Expenses 366,213 342,500 409,752 312,000 312,000 312,000 Contractual Expenses 482,714 670,500 484,500 517,500 517,500 517,500 Employee Benefits 412,982 427,000 379,018 353,989 353,989 353,989 Total Expense 2,902,172 3,163,773 2,604,210 2,553,989 2,553,989 2,553,989

Ending Fund Balance 855,480 686,679 575,820 N/A 912,052 912,052

Reserve for Maintenance of Artifacts 237,171 193,002 245,000 245,000 245,000 245,000 Reserve for Rogers Fund 38,855 30,000 10,000 0 0 0 Reserve for Stoll Wing 95,543 95,542 95,500 95,600 95,600 95,600 Reichert Foundation 397,930 303,000 158,250 504,367 504,367 504,367 Gardiner Foundation 125 135 120 135 135 135 Reserve for Capital Improvements 47,936 25,000 0 0 0 0 Reserve for Learning Centre Improvements 66,040 40,000 66,950 66,950 66,950 66,950

Unreserved Fund Balance, Dec. 31 (28,120) 0 0 N/A 0 0 Notes: 1. Expense and Revenue items may differ slightly from the backup due to rounding. 2. Requested column for illustrative purposes only.

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APPENDIX

Budget Process

An Adopted Operating Budget represents the spending plan for the County’s operation during a specific fiscal year. The budget process consists of preparing the budget, adopting the budget and monitoring the budget. Once the budget is adopted, it must be monitored to compare actual expenses and revenues with the projected estimates contained in the budget. Where variance occurs, corrective action may be required. In addition, the budget must be reviewed in terms of revisions in County polices, changes in service demands, revisions in federal and state funding, and shifts in the fiscal environment. In Suffolk County, three separate budgets are prepared and adopted each year:

 The Operating Budget details the expenditures for the County’s day-to-day operations. It is financed through revenues, such as state aid, user fees, property tax and sales tax receipts received during the fiscal year.

 The Capital Budget provides the capital program and presents a multi-year spending plan for major physical improvements or construction. Capital projects are financed through long-term borrowings, such as the issuance of serial bonds, and state or federal aid. The payment of interest and the repayment of principal for these borrowings are contained as an expense in the County’s Operating Budget.

 The Community College Budget details the expenditures for the day-to-day operations of the Community College. The College is financed primarily from student tuition, state aid, and the County. The cost of the County’s support is included in the County’s Operating Budget. Reference is made to the Capital and Community College Budgets as the County’s yearly financial support for these Budgets is included in the Operating Budget. Article IV of the Suffolk County Charter and Suffolk County Administrative Code establishes the policies and procedures, which governs the preparation, submission, and adoption of the County Operating Budget.

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Budget Terminology

Name Definition (A) Abolished A currently authorized position that is deleted from the budget. A basis of accounting in which expenditures and revenues are recorded at Accrual Basis of Accounting the time that they are incurred or are available, as opposed to when cash is actually received or spent. The budget for operating expenditures and revenues associated with County Adopted Operating Budget departments and programs, which is distinct from those expenditures and revenues described in the Capital budget and program that has been approved by the County Legislature. Appropriation A specific amount of funding authorized for the purchase of goods and services. Balanced Budget A budget is balanced when the amount of budgeted expenditures equals the amount of budgeted revenues and other funding sources. A debt instrument used to acquire capital assets and is repaid with interest, which is determined by a percentage of the amount borrowed. The principal, Bond which is the amount bonded, must be repaid in its entirety by a specific predetermined date, called the date of maturity. Incremental payments of interest are also made at specific times. The interest payments combined with the payments of principal is what constitutes debt service. Suffolk County uses the services of two of the primary bond rating agencies for new debt sales: Standard & Poor's and Fitch Ratings, which perform credit Bond Rating analyses to determine the relative likelihood that an issuer may default on debt repayment. Moody's Investors Service also maintains a bond rating on several of the County's previously issued bond series. Contingency Fund An appropriation of funds to cover unforeseen events that may occur during the fiscal year. Legislative approval is required to use contingency funds. The amount of support required from general county resources (e.g., County Share property or sales taxes) after all other revenue sources attributed to the operations of a department or division are subtracted from total appropriations or expenditures. Debt A payment obligation resulting from borrowing, purchasing, or contracting for services. Debt Service The County’s obligation to pay the principal and interest on all bonds and other debt obligations, according to a predetermined payment schedule. Discretionary Budget The portion of the Operating Budget, which details all the expenditures and associated revenues that are not mandated as defined by Local Law 21-1983. This fund includes the revenue and expenditures for the building District Court Fund maintenance and operation for the district courts located in the five western (Fund 133) towns and the administrative court located in the Cohalan Court Complex. (E) Earmark A vacant position for which the title has been changed, after the Operating Budget has been adopted to reflect a change in the needs of the department. Encumbrance A reservation of funds in an appropriation that is related to a payment that is anticipated, but has not yet been dispersed. A self-supporting governmental fund in which the services provided are Enterprise Fund financed and operated similarly to those of a private business, with user charges providing the majority of the revenue necessary to support operations.

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Budget Terminology

Name Definition A special revenue fund for appropriations and revenues associated with the E-911 Fund operation of the Enhanced 911 Emergency Telephone System. The E-911 (Fund 102) Fund is part of the Operating Budget and is considered an operating fund. Adjustments to the current year’s adopted budget as a result of anticipated Estimated Budget changes in expenditures and/or revenues for that fiscal year. This is shown in the Recommended Budget. Fiscal Year In Suffolk County, the fiscal year is the same as the calendar year - from January 1 through December 31. Fund A grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. Fund Balance The fund balance is the net of the opening balance of the prior year, plus the revenues, and less the expenditures. The main fund of the County through which the majority of the revenues General Fund and expenditures for most of the County Departments and functions are processed. Interfund transfer The reapportioning of funding from one budgetary fund to another. Interfund transfers are based upon services provided to interfunds. This Law established a 4% limit on increases in discretionary (non-mandated) Local Law 21-1983 expenditures in the annual County Operating Budget. An increase above this (Expenditure Cap Law) level requires 14 votes from the County Legislature for approval. This Law imposed a 4% limit on the rate of increase in actual countywide Local Law 38-1989 tax payments for discretionary (non-mandated) general county and Police (Tax Levy Cap Law) District purposes. An increase above this level requires 14 votes from the County Legislature for approval. This Law requires the County Executive to submit two separate documents Local Law 29-1995 detailing the expense budget: one outlining expenditures or outlays (Dual Budgetary Process) statutorily required; the other outlining those expenditures, programs or services to be provided by the County, which are not statutorily required. Defined by local law as any responsibility, action, or procedure that is imposed by one level of government onto another through legislative, Mandate executive, or judicial actions that is not legally able to be declined and therefore must be carried out, whether or not the imposing government will be contributing to the funding required for the mandate. The portion of the Operating Budget that represents expenditure or outlay Mandated Budget required by state or federal law and the cost of repayment of debt service, as defined by local law. A basis of accounting in which expenditures are accrued but revenues are accounted for when they become “measurable” and “available”. This accounting technique is a combination of cash and accrual accounting, since expenditures are immediately incurred as a liability while revenues are not Modified Accrual Basis of recorded until they are actually received or are “measurable” and “available Accounting for expenditure.” Since this type of accounting basis is a conservative financial approach, it is recommended as the standard for most governmental funds. All County funds except the Enterprise Fund use the modified accrual basis of accounting. (N) New Position A new position added to the budget.

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Budget Terminology

Name Definition The County utilizes these types of notes to facilitate timely payment of obligations, while anticipating the referenced funding: Bond Anticipation Notes (BANs) - notes issued annually in anticipation of receipt of bond income; Notes Tax Anticipation Notes (TANs)/(DTANs) - notes issued in anticipation of receipt of property tax collections and delinquent tax anticipation notes; and,

Revenue Anticipation Notes (RANs) - notes issued for cash flow purposes in anticipation of the receipt of designated revenues, generally State and Federal aid. A category of expense, such as personal services, equipment or supplies. Object Objects of expense may be broken down into subcategories called sub- objects. Suffolk County utilizes main object classifications to organize its budget appropriations and as an accounting tool in conformance with the State Comptroller’s uniform system of accounts. An expense will be classified as a Object Classification specific number within these four categories, grouped by thousands. These include the following Categories: Personal Services are denoted in the 1000’s (e.g.: 1100 denotes Permanent Salaries, 1120 denotes Overtime Pay, etc.); Equipment is denoted in the 2000’s; Supplies are denoted in the 3000’s; Contractual Expenses are denoted in the 4000’s; etc. Operating Budget The budget's expenditures and revenues related to the annual program and spending plan for County operations, services and normal maintenance. The expenditures for all non-personal services. Includes goods and services Other Than Personal Services such as supplies, equipment, contractual services, utilities, rentals and (OTPS) repairs. This Fund includes the revenues and expenditures for that portion of the Police District Fund (Fund Police Department, which provides services to the Police District. The Police 115) District covers the five western townships of Babylon, Brookhaven, Huntington, Islip and Smithtown, excluding those incorporated villages, which have elected to maintain their own police force. A change in the title of a filled position to reflect the actual duties (R) Reclassification performed by the incumbent. Reclassifications are the result of a review conducted by the Department of Civil Service/Human Resources. The County Executive’s budget, submitted to the County Legislature for approval. It is comprised of proposed recommendations for operating Recommended Budget expenditures and revenues associated with County departments and programs, which is distinct from those expenditures and revenues described in the Capital Budget and Program, developed by the County Executive and County Departments. The budget plan for the upcoming year submitted by a department to the Requested Budget County Executive for consideration in developing the Recommended Budget. The funds, which are accumulated, held, and set aside for future use or the Reserve payment of some future obligation. Funds held in reserve may be restricted to particular uses or they may be unrestricted.

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Budget Terminology

Name Definition The funds that the County receives as income, including tax payments, Revenue services fees, receipts from other governments, fines, forfeitures, grants, interest income, etc. The budgets and expenditures in the 25 sewer district funds related to the annual program and spending plan for sewer facility operations, services and normal maintenance. Sewer districts are self-supporting entities with a Sewer District Funds separate authority to levy real property taxes. The Sewer Fund is included in the annual budget documents because of the need for the legislative authorization, but it is not a part of the Operating budget nor is it considered an operating fund. Sub-Object A subcategory of expense, such as office supplies, postage, and printing, within an object of expense (supplies, material, and other expenses). Tax Levy The total amount of real property tax revenue to be levied by the County in a single fiscal period. The total amount of revenue needed to be raised by the County in a single Tax Warrant fiscal period. This is comprised of the Tax Levy plus or minus the fund balance/deficit. A currently authorized position and/or job title in a department, which is (T) Transfer transferred to another department or to another division within the department. Anticipated savings in salary expenses resulting from temporary job Turnover Savings vacancies created by employee turnover. This amount is subtracted from the amount budgeted for salaries.

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Budget Calendar

Month Events/Actions  County fiscal year begins January 1. January  Capital Budget and Program instructions are sent to the departments.  Budget Office loads budget into the County's computerized financial system.  Budget Office analyzes impact of Governor's proposed State Budget and assists in the preparation of the County's NYS Agenda. February  Departments submit Capital Budget and Program requests to the County Executive. Budget Office reviews the departmental Capital Budget and Program requests.  Suffolk County's New York State Agenda is sent to State Legislators. March  Budget Office assists independent auditor in closing books.  County Executive submits the Recommended Capital Budget and Program to the County Legislature.  Operating Budget instructions are sent to departments. April  Budget Office reviews impact of Governor's Proposed State Budget.  Suffolk County Community College budget is due to the County Executive.  Budget Office assists Comptroller in spring borrowing for Capital needs.  County Executive submits the Recommended Suffolk County Community College May Budget to the County Legislature.  County Legislature holds public hearings on the Capital Budget and Program.  The County Legislature adopts the Capital Budget and Program. June  Departments submit Operating Budget requests to the County Executive.  County Executive and Budget Office review department Operating Budget requests and prepare recommendations.  County Executive and Budget Office review department Operating Budget requests and July prepare recommendations.  Budget Office prepares mid-year fiscal projections.  County Legislature adopts Suffolk County Community College Budget. August  County Executive holds two Operating Budget Public Hearings, one in Western Suffolk and one on the East End.  Budget Office requests Operating Budget updates from Departments.  Suffolk County Community College fiscal year begins. September  County Executive submits Recommended Operating Budget to the County Legislature.  Budget Office assists Comptroller in fall borrowing for Capital needs.  County Legislature holds two Operating Budget Public Hearings, one in Western Suffolk and one on the East End. October  County Legislature and the Office of the Legislature Budget Review analyze the County Executive's Recommended Operating Budget November  Operating Budget is adopted.  County Legislature adopts real property tax levies and warrants. December  Tax bills are sent to taxpayers by the towns.  Budget Office closes fiscal year.

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Elected Officials' Salaries

Number of 2020 2021 $ % Elected Officials Positions Adpt. Rec. Change Change Comptroller 1 $197,681 $197,681 $0 0.00% County Clerk 1 $197,681 $197,681 $0 0.00%

County Executive4 1 $232,124 $232,124 $0 0.00% District Attorney5 1 $210,900 $210,900 $0 0.00% Sheriff 1 $194,243 $194,243 $0 0.00% Presiding Officer 1 $123,270 $123,270 $0 0.00% Deputy Presiding Officer 1 $112,061 $112,061 $0 0.00% Legislators6 16 $100,854 $100,854 $0 0.00%

Total Salaries 23 $2,881,624 $2,881,624 $0 0.00%

Notes: 1. The inflation index used to calculate growth in elected officials salaries is based on Local Law 42 of 1999 (Res. No. 1085-1999). 2. Based on past precedent, the inflation rate for the most recent 4 quarters (3rd quarter past year to 2nd quarter current year) is used to calculate the increase in elected officials' salaries. According to Local Law 42 of 1999, the increase is the lesser of 4% and the increase in the Consumer Price Index (CPI) for the New York metro area. The average rate of growth in the quarterly average CPI for July 2019 through June 2020 relative to the same period of the previous year, July 2018 through June 2019, was 1.77% (NOTE: this inflation rate happens to be the same percentage as the last three years). Therefore, elected officials' salaries for 2021 would increase by this same percentage, to the extent that the officials do not already have their salaries frozen. 3. Per Res. No. 716-2017, automatic salary increases for elected officials are suspended for a four-year period. The four-year period starts at the beginning of the year after their current term of office ends. Therefore, starting in 2018 salaries are frozen at their 2017 level for the Sheriff and all 18 Legislators. Starting in 2019 salaries are frozen at their 2018 level for the County Comptroller and the County Clerk. Starting in 2020 the County Executive’s salary is frozen at its 2019 level. 4. The County Executive did not take the maximum allowable salary shown in the above table for 2020 and instead elected to receive $222,124. For 2021, the County Executive has chosen to cut his pay below the legally authorized salary by $10,000. 5. The District Attorney’s 2021 salary is also frozen at the 2017 level subject to NYS Judiciary law Section 183-a, which states that the DA cannot make less than a state Supreme Court Judge. The salary for a state Supreme Court judge is fixed at 100% of the value of a Federal District Court judge, which is $210,900 in 2019. Therefore, the DA cannot make less than this amount. According to the NYS Commission on Legislative, Judicial and Executive Compensation, the Commission makes no recommendation that judicial compensation be adjusted from 2020-2023. 6. Three legislators opted not to receive the full salary shown in the above table for 2020. Legislators Kennedy, Fleming and Krupski chose to receive $100,272.

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